Fluent Essays

Make sure that you have included proper text citations and APA style references for all sources in your assignment. Include minimum five to six reference + textbook Using the Internet, your school library, or additional sources, locate any two peer-reviewed resources on any one of the topic give below. Write a comparative analysis of both the resources you have researched. Based on the insights gained from the analysis and your learning, explain how it (selected topic) affects the employee performance. Relate it with your own work experience. Team Effectiveness Workplace bullying Downsizing Group decision making Spirituality in Organizations Cultural diversity in workplace Please use the following format to write your answer. Introduction Summary on the two selected resources in separate paragraphs Comparative analysis Explain how employee performance is affected relating to work experience Conclusion ReferencesORGB Final exam report · Make sure that you have included proper text citations and APA style references for all sources in your assignment. · Include minimum five to six reference + textbook   1. Using the Internet, your school library, or additional sources, locate any two peer-reviewed resources on any one of the topic give below. Write a comparative analysis of both the resources you have researched. Based on the insights gained from the analysis and your learning, explain how it (selected topic) affects the employee performance. Relate it with your own work experience.   · Team Effectiveness · Workplace bullying · Downsizing · Group decision making · Spirituality in Organizations · Cultural diversity in workplace   Please use the following format to write your answer. · Introduction · Summary on the two selected resources in separate paragraphs · Comparative analysis · Explain how employee performance is affected relating to work experience · Conclusion · ReferencesRead online: Scan this QR code with your smart phone or mobile device to read online. SA Journal of Human Resource Management ISSN: (Online) 2071-078X, (Print) 1683-7584 Page 1 of 10 Original Research http://www.sajhrm.co.za Open Access SA Journal of Human Resource Management ISSN: (Online) 2071-078X, (Print) 1683-7584 Page 1 of 10 Original Research Authors: J. Veli Mazibuko1 Krishna K. Govender2 Affiliations: 1Department of Business Administration and Management, Regenesys Business School, South Africa 2School of Management, IT and Governance, University of KwaZulu-Natal, South Africa Corresponding author: Krishna Govender, [email protected] Dates: Received: 16 Sept. 2016 Accepted: 12 Sept. 2017 Published: 23 Nov. 2017 How to cite this article: Mazibuko, J.V., & Govender, K.K. (2017). Exploring workplace diversity and organisational effectiveness: A South African exploratory case study. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 15(0), a865. https://doi. org/10.4102/sajhrm. v15i0.865 Copyright: © 2017. The Authors. Licensee: AOSIS. This work is licensed under the Creative Commons Attribution License. Introduction When individuals join an organisation, they bring a unique set of characteristics referred to as personalities, and through the socialisation process, they get assimilated into their teams’ norms and values, and eventually, the culture of the organisation. Ferreira and Coetzee (2010) posit that managing diversity in the workplace is part of employee retention and attraction, with the intention to energise workplace productivity, thus increasing the organisation’s competitive edge. The positive impact engendered by diverse recruitment and retention is also supported by employee engagement (Neault & Mondair, 2011). Employee engagement presupposes employee ownership of change, by making it happen, and it is driven by employees that offer solutions to problems, by helping one another and who are proud of being part of the organisation. Its impact in the bigger scheme of events is to drive business performance, growth, cost management, and ability to attract, retain and engage top talent by establishing a winning and inclusive culture. Orientation: Transformation and managing diversity are organisational imperatives, especially in South Africa. Thus, it is important for international companies with major operations in South Africa (SA) to embrace the benefits of managing a divergent workforce and translate this for organisational benefits. Research purpose: The article explores the perceptions of management and staff on diversity and its value to the organisation, by empirically evaluating the relationship with organisational effectiveness and performance through the development and testing of five hypotheses. Motivation for the study: Legislation has made it mandatory for transformation of the South African workplace and ensuring that diversity Harnessing demographic differences in organizations: What moderates the effects of workplace diversity? YVES R.F. GUILLAUME1*, JEREMY F. DAWSON2, LILIAN OTAYE-EBEDE3, STEPHEN A. WOODS4 AND MICHAEL A. WEST5 1Aston Business School, Aston University, Birmingham, U.K. 2Sheffield University Management School, University of Sheffield, Sheffield, U.K. 3Liverpool Business School, Liverpool John Moores University, Liverpool, U.K. 4Surrey Business School, University of Surrey, Guildford, U.K. 5Lancaster University Management School, Lancaster University, Lancaster, U.K. Summary To account for the double-edged nature of demographic workplace diversity (i.e,. relational demography, work group diversity, and organizational diversity) effects on social integration, performance, and well-being- related variables, research has moved away from simple main effect approaches and started examining variables that moderate these effects. While there is no shortage of primary studies of the conditions under which diversity leads to positive or negative outcomes, it remains unclear which contingency factors make it work. Using the Categorization-Elaboration Model as our theoretical lens, we review variables moderating the effects of workplace diversity on social integration, performance, and well-being outcomes, focusing on factors that organizations and managers have control over (i.e., strategy, unit design, human resource, leadership, climate/culture, and individual differences). We point out avenues for future research and conclude with practical implications. © 2015 The Authors. Journal of Organizational Behavior published by John Wiley & Sons, Ltd Keywords: relational demography; work group diversity; organizational diversity; TMT diversity; workplace demography; diversity management The business case for diversity holds that when workplace diversity (i.e., relational demography, work group diversity, and organizational diversity) works, it benefits the organization through more innovations, better decision-making, a larger talent pool, and a wider customer base (Cox, 1993). However, diversity does not always work, being linked to lower employee morale (Tsui, Egan, & O’Reilly, 1992), more conflicts (Jehn, Northcraft, & Neale, 1999), and poorer job performance (Chatman, Polzer, Barsade, & Neale, 1998). To account for this double- edged nature of diversity, research has moved away from simple main effect approaches and started investigating variables that moderate the effects of diversity on social integration, well-being, and performance related variables (cf. Joshi, Liao, & Roh, 2011; van Knippenberg & Schippers, 2007). While there is no shortage of primary studies of the conditions under which diversity leads to positive or negative outcomes, it remains unclear which contingency factors make it work (Guillaume, Dawson, Woods, Sacramento, & West, 2013). In the literature, there are many examples of predicted moderators for which empirical support was not foundRead online: Scan this QR code with your smart phone or mobile device to read online. SA Journal of Human Resource Management ISSN: (Online) 2071-078X, (Print) 1683-7584 Page 1 of 10 Original Research http://www.sajhrm.co.za Open Access SA Journal of Human Resource Management ISSN: (Online) 2071-078X, (Print) 1683-7584 Page 1 of 10 Original Research Authors: J. Veli Mazibuko1 Krishna K. Govender2 Affiliations: 1Department of Business Administration and Management, Regenesys Business School, South Africa 2School of Management, IT and Governance, University of KwaZulu-Natal, South Africa Corresponding author: Krishna Govender, [email protected] Dates: Received: 16 Sept. 2016 Accepted: 12 Sept. 2017 Published: 23 Nov. 2017 How to cite this article: Mazibuko, J.V., & Govender, K.K. (2017). Exploring workplace diversity and organisational effectiveness: A South African exploratory case study. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 15(0), a865. https://doi. org/10.4102/sajhrm. v15i0.865 Copyright: © 2017. The Authors. Licensee: AOSIS. This work is licensed under the Creative Commons Attribution License. Introduction When individuals join an organisation, they bring a unique set of characteristics referred to as personalities, and through the socialisation process, they get assimilated into their teams’ norms and values, and eventually, the culture of the organisation. Ferreira and Coetzee (2010) posit that managing diversity in the workplace is part of employee retention and attraction, with the intention to energise workplace productivity, thus increasing the organisation’s competitive edge. The positive impact engendered by diverse recruitment and retention is also supported by employee engagement (Neault & Mondair, 2011). Employee engagement presupposes employee ownership of change, by making it happen, and it is driven by employees that offer solutions to problems, by helping one another and who are proud of being part of the organisation. Its impact in the bigger scheme of events is to drive business performance, growth, cost management, and ability to attract, retain and engage top talent by establishing a winning and inclusive culture. Orientation: Transformation and managing diversity are organisational imperatives, especially in South Africa. Thus, it is important for international companies with major operations in South Africa (SA) to embrace the benefits of managing a divergent workforce and translate this for organisational benefits. Research purpose: The article explores the perceptions of management and staff on diversity and its value to the organisation, by empirically evaluating the relationship with organisational effectiveness and performance through the development and testing of five hypotheses. Motivation for the study: Legislation has made it mandatory for transformation of the South African workplace and ensuring that diversity Harnessing demographic differences in organizations: What moderates the effects of workplace diversity? YVES R.F. GUILLAUME1*, JEREMY F. DAWSON2, LILIAN OTAYE-EBEDE3, STEPHEN A. WOODS4 AND MICHAEL A. WEST5 1Aston Business School, Aston University, Birmingham, U.K. 2Sheffield University Management School, University of Sheffield, Sheffield, U.K. 3Liverpool Business School, Liverpool John Moores University, Liverpool, U.K. 4Surrey Business School, University of Surrey, Guildford, U.K. 5Lancaster University Management School, Lancaster University, Lancaster, U.K. Summary To account for the double-edged nature of demographic workplace diversity (i.e,. relational demography, work group diversity, and organizational diversity) effects on social integration, performance, and well-being- related variables, research has moved away from simple main effect approaches and started examining variables that moderate these effects. While there is no shortage of primary studies of the conditions under which diversity leads to positive or negative outcomes, it remains unclear which contingency factors make it work. Using the Categorization-Elaboration Model as our theoretical lens, we review variables moderating the effects of workplace diversity on social integration, performance, and well-being outcomes, focusing on factors that organizations and managers have control over (i.e., strategy, unit design, human resource, leadership, climate/culture, and individual differences). We point out avenues for future research and conclude with practical implications. © 2015 The Authors. Journal of Organizational Behavior published by John Wiley & Sons, Ltd Keywords: relational demography; work group diversity; organizational diversity; TMT diversity; workplace demography; diversity management The business case for diversity holds that when workplace diversity (i.e., relational demography, work group diversity, and organizational diversity) works, it benefits the organization through more innovations, better decision-making, a larger talent pool, and a wider customer base (Cox, 1993). However, diversity does not always work, being linked to lower employee morale (Tsui, Egan, & O’Reilly, 1992), more conflicts (Jehn, Northcraft, & Neale, 1999), and poorer job performance (Chatman, Polzer, Barsade, & Neale, 1998). To account for this double- edged nature of diversity, research has moved away from simple main effect approaches and started investigating variables that moderate the effects of diversity on social integration, well-being, and performance related variables (cf. Joshi, Liao, & Roh, 2011; van Knippenberg & Schippers, 2007). While there is no shortage of primary studies of the conditions under which diversity leads to positive or negative outcomes, it remains unclear which contingency factors make it work (Guillaume, Dawson, Woods, Sacramento, & West, 2013). In the literature, there are many examples of predicted moderators for which empirical support was not found