Since the term "workforce diversity" was first coined in the 1990s, the topic has received consistent and increasing attention by researchers. Over the last 30 years, a body of theory and research has amassed which recognizes diversity as an important work unit characteristic and explored its influence on organizational functioning and performance. Despite these advancements, the field is at a critical juncture where new ideas, emphases, theories, predictions and approaches are needed to propel our understanding of the meaning, import and functioning of diversity in organizations. Accordingly, this volume looks to the future of diversity work, both with regard to the content of the chapters and to the contributors. We endeavored to give a voice to emerging scholars who are the future of our field and can help to set a future research agenda to push our understanding of diversity in organizations. The scholars raise new and provocative questions about race in organizations that deliberate on the state of our science, our understanding of complex experiences of race, and a more nuanced view of race in terms of intersectionalities. Overall, each of these chapters provokes the status quo and, in so doing, offers a fresh perspective on the study of diversity in general and race and racism more specifically. We believe the end result is a more comprehensive exploration of the phenomenon and the development of an exciting future research agenda.

Leadership and management development contributes directly to improving performance and productivity. What makes a good leader or manager, and how can these qualities be assessed, developed and nurtured? This exciting new textbook offers students an academically rigorous yet readable introduction to leadership and management development. Offering a thoughtful and well-structured approach, Leadership and Management Development blends critical analysis with practical illustrations. It presents ideas in an elegant way with examples to enable the reader to see the practical value of the concepts it explores. Covering a broad range of core topics, this book is ideal for students on management development courses at any level. Suitable for CIPD-accredited courses, each chapter is led by CIPD professional standards for teaching management development.

Corporations need great leaders - particularly during times of distress and crisis. Shareholders, employees, and longtime customers all experience firsthand the disastrous effects poor leadership can have on the human side of the business equation. Leadership in the Eye of the Storm is a practical and inspirational guide that helps professionals create opportunity out of chaos. The book's insights are gleaned from the real life experiences of four North American profiled leaders who successfully navigated through the epicenter of their own storms by focusing first on the needs of their employees and families, and then the needs of their organizations. Events discussed include the 9/11 attacks, Hurricane Katrina, and the SARS outbreak. Tibbo offers a framework emerging from these narratives that enable future leaders to identify and cultivate the skills and behaviours required to not only meet the challenges but seize the opportunities that arise in times of chaos.

Answering pressing questions regarding employee selection and mobbing culture in the workplace, Andrew R. Timming explores the unique intersection of the biological sciences and human resource management. With a rich set of theoretical and empirical chapters, the author shines an innovative light on the fields of human resource management, organizational behavior and evolutionary psychology, engaging with the nature vs. nurture debate as well as offering a ground-breaking explanation for workplace bullying, unconscious bias, and employee selection decision-making. At times poignant and controversial, the book illustrates the dark side of human nature, with a unique focus on our primordial instincts. An excellent exploration into an emerging area, this Footprint will be ideal for human resource management and organizational behavior academics, as well as those interested in applied evolutionary, social, organizational, and experimental psychology.

Organizational science profits from taking new perspectives using a simple model to understand why behaviors of particular types occur within them. This volume provides readers with a rich source of casestudies and empirical studies of the role played by the interaction between individual actors, organizational contexts, and the actual behaviors being performed the actors. These chapters each seek to describe how these three interact in to create organizational practices with negative effects on either internal members of the organization or external stakeholders (e.g,. clients). The chapters provide insight into how organizations may control these negative behaviors with basic Human Resource Management practices. It is this volume's hope that these chapters may provide insight into the important role these three factors plays in understanding negative organizational behavior within organizations across the world.

This book was previously titled, "The Way We're Working Isn't Working."
"Be Excellent at Anything "is one of those rare books with the power to profoundly transform the way we work and live.
Demand is exceeding our capacity. The ethic of "more, bigger, faster" exacts a series of silent but pernicious costs at work, undermining our energy, focus, creativity, and passion. Nearly 75 percent of employees around the world feel disengaged at work every day. "Be Excellent at Anything "offers a groundbreaking approach to reenergizing our lives so we're both more satisfied and more productive--on the job and off.
By integrating multidisciplinary findings from the science of high performance, Tony Schwartz, coauthor of the #1 bestselling "The Power of Full Engagement, "makes a persuasive case that we're neglecting the four core needs that energize great performance: sustainability (physical); security (emotional); self-expression (mental); and significance (spiritual). Rather than running like computers at high speeds for long periods, we're at our best when we pulse rhythmically between expending and regularly renewing energy across each of our four needs.
Organizations undermine sustainable high performance by forever seeking to get more out of their people. Instead they should seek systematically to meet their four core needs so they're freed, fueled, and inspired to bring the best of themselves to work every day.
Drawing on extensive work with an extra-ordinary range of organizations, among them Google, Ford, Sony, Ernst & Young, Shell, IBM, the Los Angeles Police Department, and the Cleveland Clinic, Schwartz creates a road map for a new way of working. At the individual level, he explains how we can build specific rituals into our daily schedules to balance intense effort with regular renewal; offset emotionally draining experiences with practices that fuel resilience; move between a narrow focus on urgent demands and more strategic, creative thinking; and balance a short-term focus on immediate results with a values-driven commitment to serving the greater good. At the organizational level, he outlines new policies, practices, and cultural messages that Schwartz's client companies have adopted.
" Be Excellent at Anything "offers individuals, leaders, and organizations a highly practical, proven set of strategies to better manage the relentlessly rising demands we all face in an increasingly complex world.

The book discusses international assignment-related decision-making by emerging market firms and their employees. It reveals that the ongoing, reciprocal interactions between the organisational and individual discourses, structures, processes, and the wider macro context spark multilevel role transitions and identity work. The book uncovers the macro-, meso-, and micro-level factors of role transitions and identity work, as well as their outcomes for international staffing. It also expands on the role (transition), social categorisation, and social identity theories by applying them to international staffing. Finally, it presents practical insights for international human resources managers by presenting several 'soft' approaches to managing international employee mobility, such as employer branding, prioritisation of favourable discourses and identities, and encouraging role hybridisation.