Fluent Essays

Gender and Work-Life Balance Fig Technologies wants industry research on gender and work-life attitudes to present an overview of the position of project managers in two geographic areas. You will present this report in a two-page (excluding the title and reference pages) assessment of the position based on information available. In your report, be sure to address the issues below. Analyze the demographics of gender in the workplace with regard to position, pay, and expectations. Explain the advantages and disadvantages of flexible schedules and work responsibilities. Determine the potential human resources benefits of offering child and elder care in the organization. Explain work-life balances regarding achieving greater results for the organization. Support your recommendation through the use of at least two sources, one of which can be the textbook. Content should be two to three pages in length. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.Have some fun with the assignment. Use your creative thinking along with your critical thinking to include your perspective of the findings and how to address the issues. BSL 4000, Managing Diversity in Organizations 1 Course Learning Outcomes for Unit V Upon completion of this unit, students should be able to: 5. Examine workplace diversity data. 5.1 Analyze the demographics of gender in the workplace regarding position, pay, and expectations. 5.2 Explain the advantages and disadvantages of flexible schedules and work responsibilities. 5.3 Explain work-life balance as it relates to achieving greater results for the organization. 7. Discuss the effects of employer-provided child and elder care on employee satisfaction and turnover. 7.1 Determine the potential human resources benefits of offering child and elder care in an organization. Course/Unit Learning Outcomes Learning Activity 5.1 Unit Lesson Chapters 9 and 10 Unit V Project 5.2 Unit Lesson Chapter 10 Unit V Project 5.3 Unit Lesson Chapters 9 and 10 Unit V Project 7.1 Unit Lesson Chapter 10 Unit V Project Required Unit Resources Chapter 9: Sex and Gender, pp. 249-276 Chapter 10: Work and Family, pp. 285-304 Unit Lesson Sam, the Human Resources Director, has placed an ad in local social media and on the company website for two project managers. She has received several applications. After reviewing many resumes, she has narrowed the choices to five applicants to interview. She sets up the individual interviews. McGuire Consulting provides contracting services in business consulting, finances, and technology. The firm was started 60 years ago by the father of the current president of the company. Several of the family members work in the firm, and some family issues carry over into the business. Pat is a 38-year-old veteran with 20 years of service working as a signals operator. He completed his Master of Business Administration (MBA) degree with a Management of Information Systems concentration. He is looking to transition to the private sector as a project manager. He holds a certification from the Project Management Institute. He has no prior project management experience in the private sector. He retired as a noncommissioned officer. He is applying for a project manager position working on a large office rollout for UNIT V STUDY GUIDE Gender and Work-Life Balance BSL 4000, Managing Diversity in Organizations 2 UNIT x STUDY GUIDE Title the new office of a premier client. Pat would be answering to the director of technology projects: the brother- in-law of McGuire’s president. Savannah has applied for a project manager position as part of a systems administration project. She has her MBA in Project Management with a Bachelor of Arts in Computer Science and Math. She chose to leave her old employer of 10 years as a project lead, primarily running a call center for trouble tickets within the organization. She is returning to the workforce in a paid position after taking six years off to raise her children, who are now in preschool and first grade. She is nervous about being gone all day, five and six days per week. She would answer to the director of contracted services—the youngest sister to the president of McGuire. The interviews go well. They meet with existing project managers in similar work and with Sam to insure a quality and objective interview. The interviews of the five candidates conclude, and these two are selected. The on-boarding process begins. They complete their operation and meet their respective directors in a cursory fashion. Savannah and Pat begin the 90-day probationary period. The process starts, and they settle in. Pat finds he is working with multiple small teams in all aspects of the project with unskilled labor. They work as runners and assist in running cable, setting up the closets and racks, and placing equipment. The team further grows to installers and cabling techs. Finally, there are the system engineers and testers who configure the network equipment to talk to each other and access the necessary resources. Pat finds that some team workers have minimal education and experience, some have worked in the technology field for many years, and some have come from other industries and found a new career in information technology. Pat is a little uncomfortable as nobody is former military or reserve. He has a very different organizational perspective regarding leadership, management, and implementation. His approach can sometimes be direct and a little rough, per some of his teams. A few team members have complained to the project director regarding Pat’s direct style. His communication can be very rough around the edges, and some say he is too uptight, but he is always professional. Pat is called into the project director’s office to discuss progress on the project as well as some of the stated concerns by his teams. The director has instituted very structured expectation guidelines in order for the leader and the team to work effectively and efficiently. Pat is adhering to these guidelines to the letter. The director reminds him that it is not so much a literal translation but a figurative guideline. Pat is unclear on this as he is used to very clear guidelines and structure based on his prior military history. This is a new leadership style for him, and he is not familiar with this approach and working with those who are resistant to completing the work in a timely and efficient manner. Savannah has returned to the workforce after several years off to raise her kids. She finds that the hours are sometimes very long. She is learning that periodic travel is required to get the job done, thus she is not always onsite. A few of the team leads who have been assigned to her team had been eligible for the job and did not even get the interview. Savannah was not aware of this when she was hired. Some of the workers have expressed deep concerns that she does not know the company way. She does not understand the company ethics and processes for how work is to get done. She is constantly checking with the sitters and after-school care and teachers while on the job instead of doing the job. Clearly, Savannah is struggling with how to do the job and balance personal life in addition to the project she is assigned. Savannah is called in to her directors office to discuss progress as well as some of the complaints that have been escalated to the director who is monitoring Savannahs work and progress. Savannah explained that it has been very difficult returning to work while her kids are in school and childcare. She is curious if it is possible to begin to work from home some days, a few days per week, while being on site other days. This is an unprecedented protocol for the company. However, the client who she is working with has a very open policy about working with new moms in the workforce. The director, having raised her three children, is open to this idea as she has also read about the value this can add to improve productivity if the right person is given this opportunity. We understand that blending work with life and social activities can be very difficult to balance. When we look at the dynamics and expectations of individuals based on gender, age, orientation, and skill level, this creates some unique challenges in the workforce and the organizational environment (Bell, 2017). How these issues are addressed creates additional areas for improvement. In the hiring process, screeners of applicants should BSL 4000, Managing Diversity in Organizations 3 UNIT x STUDY GUIDE Title question what the applicant wants to get out of the job. The applicant can choose to provide a response he or she believes the representative wants to hear or give an honest answer. The applicant’s truth and disclosure or made-up response can be the juncture in the process that determines the difference between a good hire and a bad hire. Understanding the needs of the organization, the position, and the applicant in trying to determine fit and greatest potential results is critical on all counts. The needs of the team involve personality, skills, ability, and engagement as well as achieving results, and understanding these needs will have a direct impact on the team and on team members. The better the match, the better the potential results. As a team manager or project manager, it is a matter of developing the right team and the right scenarios to continually improve. Understanding what that need is may well be the deciding factor. If we allow genetics, orientation, or any other area of diversity that may cause division rather than unity, the organization and the team have a much greater obstacle to overcome (Bell, 2017). Understanding what the dynamics are and how to draw the best out of each team member and the collective team is the united, strategic goal. There are, generally speaking, three types of workers. Each type of worker has a different level of commitment to the organization. 1. The first is the individual who thinks of the organization as their family. Employees are family members. How they come and go will impact the organizational family as a birth, adoption, death, or divorce would affect any family. This perspective, while very harmonious in many ways, can also have devastating results. If loss is experienced, the worker treats the situation accordingly. As new people come in, they will be made to feel very welcome, and individuals will engage and invite them in. If the family starts to be torn apart at the seams due to dissension or rebellion from the family standard, this will create a greater issue that will need to be dealt with at the micro and macro levels throughout the organization. 2. The second perspective is the employee who understands he or she has two families: the work family and the personal family. Work and personal families will not intermingle. When the employee is at work, he or she is with the work family. Employees often spend more time with their work family than they do with their personal family due to requirements of the job, time, and the organization to perform at a higher level. They hold the values of the personal family very differently than they do those of the work family. At work, they hold the values of the organization; at home, they hold the values of the family unit. These approaches involve very different perspectives. 3. The third type is the individual who sees work as a means to an end. They come in; they do the job that they are assigned; they do no more and no less. They do exactly what is expected of them. They will do enough to not be fired or disciplined. They can then leave the job and go do what they want to do. We envision these individuals as those who are simply working to obtain a paycheck. The scenario may not be completely true because there could be job satisfaction in the work that they do, but work is work—nothing more. Most individuals will fit into one of these descriptions of the employee, and they may even fit into more than one. Consider the challenges of a gender issue, such as a single mom working. Consider the newly divorced dad or husband. Consider a widowed individual or one who is now empty nesting. Along with those, there may be a brand-new parent. As much as we talk about leaving our personal lives at home, there is the impact of personal extenuating circumstances that can impact our ability to function at our highest levels of engagement, participation, and productivity (Bell, 2017). How the organization chooses to address these concerns can make the difference between a valued long-term employee and a short-term disgruntled worker. An intentional goal in the hiring process is to determine a best fit and what is necessary to have a long-term commitment from both the organization and the individual. It is far less expensive to maintain a long-term employee than to have high turnover in a position or aspect of the organization. High turnover in a position or business unit is a business approach and strategic method in and of itself. Creating a low-turnover position or business unit also is a strategic approach. Both will have a strong impact on the organization and those in the organization. Depending on personality, perspective, and organizational goals, either approach can be highly significant in the results. It is important as an organization to understand who you are hiring and what you are hiring along with the individuals (Bell, 2017). BSL 4000, Managing Diversity in Organizations 4 UNIT x STUDY GUIDE Title If a fast food business unit is hiring individuals with little or no job experience, there is likely a high turnover. Some business units will commit to training an individual to become an exceptional leader in the field. While this may not be the long-term ambition of the individual, he or she will learn skills such as leadership, team- building, organizational skills, and business practices. These are valuable skills that are highly transferable. Some employees, a little less than 10\%, will choose to go on and increase their status within the organization by becoming an assistant manager, a manager, or an even higher position. There is value in these individuals in whom the company has invested. Often, an individual who has been nurtured in his or her growth and aspirations concerning work and life balance will tend to be loyal and have a greater dedication to the organization. The organization that chooses to take a more open stance and make investments in the employees’ work-life balance, such as personal struggles or challenges that they may be facing, will make a difference in the lives of the individuals and those around them. The greater the understanding and synthesis, the greater the potential for maximum results. Aligning the needs of the individual with the abilities of the team to adapt in different situations is a critical factor. Pat brings tremendous experience and knowledge from his time in the military as well as his technical expertise. He has also achieved academically to open opportunities for advancement. The team comes from a well-rounded and diverse situation. He will need to manage some differently than he does others to yield the greatest possible results. The more adaptable he can be, the better. His director pointed out that while Pat was in the military, he often had a change of station in his duty assignment. It is a strong possibility that these were in different organizations, under different leadership, in different locations. It was this diversity that brought a dramatic difference to whether Pat got the job or someone else because he had a very eclectic background. Now is the time to practice this and put this into good use. There will be those who, as the director puts it, are knuckleheads and will do very little—often only enough to prevent getting fired. There are others who would dedicate themselves completely to doing the job night and day as they truly love what they do and want to see tremendous results in a very quick manner. One of Pat’s jobs is to balance these things while being encouraging and motivating. As such, Pat must find peace and balance in the work that he does and with the people on his team to continually improve. Savannah sits down and talks with the director about the concerns. Savannah has significant knowledge and experience to do this job. She has extremely high recommendations from her former bosses. During the six years that she was raising her children, she often volunteered in parent organizations as well as in lay leadership at her community and religious organizations. While she was not in a paid position, she was continually enhancing and improving her organizational skills as well as her project management skills. These things made her uniquely qualified for the position. The director, instead of immediately saying no to the telecommuting, asked what would be the value to the organization. What would that look like, and how much does it improve overall results? Savannah was prepared for these types of questions and had a valid presentation put together to address the needs. The director did choose to consider and review the idea and take it up with the other directors as there were valid points that might better suit many of the employees, allowing for greater job satisfaction, thus creating overall greater results and productivity. The director took the idea under advisement. Organizations are continually looking for ways to improve employee relations. By understanding the needs of gender, family circumstances, work, and other aspects of people’s lives beyond the organization, the work environment can be improved. The resources provide greater results. Accessibility does not always have to be face-to-face and on site. Flexible work schedules may be an opportunity that can solve some issues and allow for greater dedication on the job when the person is onsite as well as working remotely. Savannah presented an idea of being able to work early from home to get her kids to their designated locations. The time that she saved by not having to drive into the office or the worksite allowed her to achieve far more such as administrative and follow-up phone calls in a quiet, interruption-free environment a few days a week. When she was on site, she could dedicate herself to the employees and the client in order to achieve that greater understanding, building a stronger relationship. Savannah and Pat are both great examples of what is possible. One was a little bit older than the other and had slightly different needs. Both were transitioning into a new position and doing a new kind of work. This is often the case when we change jobs, locations, or even employers. There is a need by the employee to gain a greater understanding of what is required as well as what is available. If the employee does not ask, he or BSL 4000, Managing Diversity in Organizations 5 UNIT x STUDY GUIDE Title she will not receive what is needed, and the employer will not consider changing. Most employers will keep the employees exactly where they want them, how they want them, when they want them, and then pay them what they believe they need to pay them just to keep them on the job. When an open dialogue exists, an organization can improve standing and relationships to yield greater results using fewer people and resources. This takes care, finance, and follow-through regarding accountability and responsibility of what can be expected in the form of deliverables. Sex and gender, in association with work and life balance, are all very important components in the workplace today. What the individual, the team, and the organization choose to do about this could make the difference between mediocrity and excellence. The organization that is willing to strive for excellence will often be open to looking at the opportunities of what is working and continually improving from there. As you review the concepts, consider the practices that can be put in place at all levels to achieve greater results, greater productivity, and a dynamic that is unsurpassed. Determine the need of the individual based on circumstance; the need may involve gender, religion, orientation, or position. The needs may also be socioeconomic, financial, or geographic. Skill level, aptitude, and attitude are factors as well. It is important to review expectations and abilities at every level or position. The employee and applicant have a vital role within the organization; otherwise, the position would not exist. Too many companies are trimming the fat and keeping only what is necessary, but these positions may shift in responsibility. A director of operations position in the early 2000s may look very different in the 2020s. The resources, equipment, human capital, policies, and practices all have a valid value that is associated with them. The better we understand this data that is collected through different means, the better we can then adjust the organization accordingly to make the necessary changes and add value for greater end results. Reference Bell, M. P. (2017). Diversity in organizations (3rd ed.). Cengage Learning. Suggested Unit Resources In order to access the following resources, click the links below. The following article offers some different tips to create work-life balance in the organization. Donovan, M. (2016). When work-life balance policies dont work. Leadership Excellence Essentials, 33(8), 37. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=117502631&site=ehost-live&scope=site The following article looks at financial planning and how it may affect work-life balance and decision-making for individuals. The epic fail of work-life balance. (2016). Financial Planning, 46(11), A6. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=119252281&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=117502631&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=119252281&site=ehost-live&scope=site 1 Unit III Project BSL 4000-16G-1A22-S1 5 Unit III Project Justin Erby 228342 BSL 4000-16G-1A22-S1 Managing Diversity in Organizations Unit III Project Organizational policy report Assessment of diversity issue The religious and sexual orientation issue in Fig Technologies is still in its growing phase, considering that staff still raise their views on the matter. The concern is that it might reach the mature phase, where they might begin to react negatively once they conclude that the company does not consider their dilemma (Bell, 2017). This is a dangerous stage because employees could begin taking matters into their hands by either missing work during the holidays and celebration days, acting out on those whose occasions are recognized, or demotivated by virtue of feeling unrecognized. Plan of action For Fig Technologies to avoid finding itself in a place where its employees feel disconnected, there is a need to design a policy that should be included as an addition to the company’s policy on discrimination and harassment. The importance of doing this is that it will strengthen the company culture. Fig Technologies boasts of its values that include respect, inclusion, honesty, trust, and value centricity, among others. If the organization cannot walk its talk, both the staff will likely begin to break these values, mirroring its leadership style towards them. It is likely that there will be a division that will group employees into privileged and underprivileged categories, and discrimination and harassment will begin (Thomas, 2017). The new plan I propose will stop this from happening by reinforcing the inclusion of the various religious and gender orientation groups. Diversity in the organization happens where inclusion is absent. The two issues facing the company are sensitive. They can easily trigger disputes, dissatisfaction, and high turnover rates that could affect its profitability as well as negatively impact its reputation. There are three religions that are major: Christianity, Islam, and Judaism. The three are known for their holiday celebrations that require them to register absenteeism from work. While Christians can work during their holidays, they prefer to attend Church on Sundays and celebrate their most significant holidays which are, Good Friday, Easter Monday, and Christmas. Muslims will work on Fridays, but they prefer to celebrate Eid ul Fitr and Al-Hijra away from work. Jews are more adherent and strictly observe the Sabbath every Friday evening throughout Saturday, the Passover, and Yom Kippur. The LGBTQ group, on the other hand, need to attend Pride Day every June 28th. Naturally, companies recognize Christian and Muslim holidays, forgetting to consider the other minority groups. However, this era has empowered them to uphold and demand their rights. Therefore, denying them their privilege could result in strife, dissatisfaction, unproductivity, low employee retention, and a broken company culture. Diversity and inclusion in the workplace create employee equitability, respect, trust, and commitment. My new plan and policy seek to uphold diversity and inclusion in order to reinforce these values. (Thomas, 2017). It will achieve this through the following proposed steps: i) Recognize that every employee as an individual whose affiliation to their religious or social groups builds their identity. ii) Recognize that respect begets respect; in respecting their identity, they will respect back and appreciate the acceptance. iii) Create a work environment that upholds equitability through diversity and inclusion training programs. iv) Eliminate discrimination and harassment by granting these individuals the privilege to attend their special occasions by making effective staffing planning. This way, the company will build a strong team that respects its value-driven culture (Cameron & Quinn, 2011). References Bell, M. P. (2017). Diversity in organizations (3rd ed.). Cengage Learning Cameron, K. & Quinn, R. (2011). Diagnosing and Changing Organizational Culture : Based on the Competing Values Framework. San Francisco, CA: Jossey-Bass. Thomas, R. (2017). Managing workplace diversity and inclusion : a psychological perspective. New York, NY: Routledge. 2 Unit II Project Justin Erby 228342 BSL 4000-16G-1A22-S1 Managing Diversity in Organizations Miami, Fl, Assessment Findings Individuals often engage in friendly rivalry at work. Individual differences in the workplace are natural since people vary in various ways, including their preferences, personalities, education levels, cognitive styles, age, racial beliefs, and history. In the corporate world, these differences are referred regarded as workplace diversity. Variety is essential when it comes to how individuals see others and themselves. Their views of one another shape peoples interactions. On the plus side, fierce competition may help companies. Individuals are driven to achieve and perform well at work when they are competing with others. It also enhances ones interest in ones work. The downside of workplace competition, on the other hand, is that if allowed uncontrolled, it may quickly devolve into anarchy. The investigation reveals that Kansas City, Missouri, and Miami, Florida share a long-standing friendly rivalry. In this case, the rivalry is between collegiate and professional sports teams. According to accounts, competition has reached a fever pitch at the headquarters in Miami, Florida. A lot of companies have a lot of sports competitions. It is an important aspect of the corporate culture. Employees cultural behaviors in sports are defined by their rivalries, preferences, and connections (King, 2010). Rivalry in sports is described as fierce clashes between two or more teams. People who are both sports fans and potential workers are acutely aware of the competition. When competition reaches a fever pitch, riots, hooliganism, violence, and other potentially deadly repercussions, as well as the termination of an employees or athletes career, are all too common. The second potential outcome is a widespread exodus of workers to other employment. Naturally, organizations suffer the burden of the repercussions of these conflicts. As a result of the situation, it is likely that a significant percentage of Miami, Florida office employees were recruited from a diverse pool of area inhabitants, including transfers from nearby institutions and recent college graduates. These individuals have a wide variety of cultural interests, which is reflected in their sports team preferences. Membership in these groups may be motivated by ethnic, racial, or religious considerations. To intervene in the current conflict effectively, a pattern for such interventions must be established. Because of cultural differences, the presence of a dispute may be advantageous to an organization. This is because organizational variety promotes problem-solving and creative thinking. When it comes to addressing an organizations numerous issues, diversity brings together a wide variety of views, knowledge bases, and beliefs (Hsiao, Auld & Ma, 2015). These thoughts may be conveyed creatively as well. Assessment of Findings in Kansas City, MO; Diversification has a broad reach and may include disparities in sexual orientation and other inequities among individuals (Mamman, Kamoche & Bakuwa, 2012). The Kansas City, Missouri office exemplifies how treatment and organizational structure differ based on sexual orientation. Several workers have already begun sharing their sexual orientation, relationships with various partners, and experiences with gay partners, among other topics. One of the three factors contributing to the sensitivity of these kinds of conversations is the fact that a petition is now circulating in Kansas City calling for the ban of such debates. True, this is a sensitive subject to bring up in public. Employees at the Kansas City, MO office, must be familiar with the states laws and regulations. This is significant since various states have adopted different rules and regulations regarding sexual orientation, which may land workers in hot water if they do not adhere to their states conventions and laws. People of various sexual orientations will inevitably be present in a company with a diverse staff. On the other hand, employees in the situation are completely equipped to deal with these disparities. To begin with, it is inappropriate for workers to engage in such discussions at work. While such discussions may be entertaining to some, they may be frightening to others. Employees may easily share a similar point of view and openly agree on certain topics when working together, but they may also fight when they do not. Conflict is likely to develop as a result of these disparities. Its conceivable that these workers attribute their sense of satisfaction and pleasure to corporate culture. It allows people to openly express themselves about personal problems in a safe and comfortable environment. The leadership styles of their managers also influence employee perceptions of corporate cultures. Organizational diversity should not be seen as a source of conflict but rather a driving force in accomplishing an organizations objectives. It may be tough to change ones cultural connections (Greenberg, 2009). However, owing to its variety, it is not one of the potential answers to internal organizational disputes. What the dependent software developers are doing will fail in the end. Cultural diversity has a significant impact on how an organization behaves and thinks about itself. Because of the nature of call centers, cultural differences are on full display when workers interact with consumers. As a result, it is critical to emphasize these distinctions while avoiding prejudice. Recommendation for Addressing These Findings to The Executive Leadership Council (ELC) For Review. The fact that most people feel uncomfortable with the concept of competition is an unavoidable fact of life. When a rivalry or competition becomes sour, it hurts work performance. It led to higher stress and decreased output, as well as management issues. As a result, managers may benefit from understanding what drives workers and encouraging healthy competition to minimize the bad emotions that may develop when people become excessively competitive in their employment. When competitive tensions arise, employees should attempt to relieve them via sports. If the tension cannot be managed, employees should take steps to separate themselves from their opponent or rival. To maintain control over specific company activities, management is responsible for establishing and executing effective organizational rules and regulations. To reduce the risk of conflict, they should ensure that diversity is recognized and welcomed inside the company. All workers are obliged to follow certain rules and regulations, and severe penalties are imposed if these rules and regulations are not followed. Human beings need rules to help them understand differences and cope with confrontation and conflict; without strict and enforced rules, workers are uncertain of what is expected of them, and misunderstandings often develop into confrontations (Mitchell, 2016). When a disagreement or rivalry amongst employees arises, you, as a manager, must act quickly. It is important to participate in a conflict as soon as possible because once a disagreement has started, emotions may run high, making it difficult for management to defuse a potentially dangerous scenario. Diversity training should be provided by management to raise knowledge of diversity problems, eliminate prejudices and preconceptions, and impact employee behavior. References Greenberg, J. (2009].Diversity in the Workplace: Benefits, Challenges, and Solutions. Retrieved from http://www.multiculturaladvantage.com/recruit/diversity/diversity-in-the- workplace-benefits-challenges-solutions.asp Hsiao, A., Auld, C., & Ma, E. (2015). Perceived organizational diversity and employee behavior. International Journal of Hospitality Management, 48, 102-112. King, B. (2010]. What makes fans crazy about sports? Retrieved from http://www.sportsbusinessdaily.com/Journal/Issues/2010/04/20100419/SBJ-In- s Depth/What-Makes-Fans-Crazy-About-Sports.aspx a Mamman, A., Kamoche, K., & Bakuwa, R. (2012). Diversity, organizational commitment and organizational citizenship behavior: An organizing framework. Humane Resource Management Review, 22(4), 285-302.