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Meticulously researched and authored by two respected scholars, this book addresses the problems and benefits associated with an increasingly diverse global workforce.
Most analysts of corporations and industries adopt the focal perspective of a single prototypical organization. Many analysts also study corporations primarily in terms of their internal organizational structures or as complex systems of financial contracts. Glenn Carroll and Michael Hannan bring fresh insight to our understanding of corporations and the industries they comprise by looking beyond prototypical structures to focus on the range and diversity of organizations in their social and economic setting. The result is a rich rendering of analysis that portrays whole populations and communities of corporations. The Demography of Corporations and Industries is the first book to present the demographic approach to organizational studies in its entirety. It examines the theory, models, methods, and data used in corporate demographic research. Carroll and Hannan explore the processes by which corporate populations change over time, including organizational founding, growth, decline, structural transformation, and mortality. They review and synthesize the major theoretical mechanisms of corporate demography, ranging from aging and size dependence to population segregation and density dependence. The book also explores some selected implications of corporate demography for public policy, including employment and regulation. In this path-breaking book, Carroll and Hannan demonstrate why demographic research on corporations is important; describe how to conduct demographic research; specify fruitful areas of future research; and suggest how the demographic perspective can enrich the public discussion of issues surrounding the corporation in our constantly evolving industrial society. All researchers and analysts with an interest in this topic will find The Demography of Corporations and Industries an invaluable resource.
Increasing demographic diversity in the U.S. workforce translates into more interactions, shared responsibilities, and interdependencies among coworkers who are demographically different from one another. While research has shown both desirable and undesirable effects of increasing diversity on the performance of work tasks, the underlying social and psychological processes explaining effects of increasing diversity are not yet well understood. This study introduces the status value of a characteristic; that is, the extent to which a demographic characteristic is valued within the organization's informal social system; to show why differences on one characteristic (like sex) may be more or less meaningful than differences on another characteristic (like race). Further, examining one's informal status position, rather than just differences in discrete demographic characteristics that contribute to it, helps us understand how demographic differences between coworkers affect work outcomes. This field study of three different organizations analyzes naturally emergent informal status hierarchies in organizations to examine contributors to, and effects of, one's informal status position relative to coworkers. Results show demographic characteristics contribute to informal status positions, and such characteristics are valued differently across organizations. Further, status position positively relates to work outcomes, and one's status positions moderates the relationship of being different in status from immediate coworkers to work outcomes. That is, high status individuals working with lower status others experience lower performance, motivation and commitment than high status individuals working with high status others. And low status individuals experience increases in the same outcomes working with high status others.
How do corporations and other organizations maintain and transmit their cultures over time? Culture and Demography in Organizations offers the most reliable and comprehensive answer to this complex question to date. The first book on the subject to ground its analysis in mathematical tools and computer simulation, it goes beyond standard approaches, which focus on socialization within organizations, by explicitly considering the effects of demographic processes of entry, exit, and organizational growth. J. Richard Harrison and Glenn R. Carroll base their analysis on a formal model with three components: hiring, socialization, and employee turnover. In exploring the model's implications through computer simulation methods, the authors cover topics such as organizational growth and decline, top management teams, organizational influence networks, terrorist organizations, cultural integration following mergers, and organizational failure. For each topic, they identify the conditions influencing cultural transmission. In general, they find that demographic processes play a central role in influencing organizational culture and that studying these processes leads to some surprising insights unavailable when considering socialization alone. This book, which also serves as an ideal introduction to the increasingly popular use of computer simulation, will be an indispensable resource for scholars and students of organization theory and behavior, cultural studies, strategic management, sociology, economics, and social simulation.
Production deviance such as employee non-punctuality, taking excessive breaks, absenteeism etc., is considered as less severe than other types of deviances. Though it would not be wrong to say that maybe production deviance is one of the most ubiquitous kinds of deviance present in almost every type of organizations irrespective of its size, operations and location. Therefore, its impact is much more severe than what is generally perceived by the researchers. Purpose - The purpose of this paper is to examine the various related causes and impact on organizations of workplace production deviance - especially related to lateness of arrival at work by employees. The reasons why people engage in such behaviors are explored and possible recommendations to overcome this problem are proposed herewith. Design/Methodology/Approach - A literature review on current and earlier researches on same and similar areas was conducted followed by the designing of a self-report questionnaire and its empirical analysis. Result - Tests employed in current research suggested that there is not much of the significant difference between the type of gender, age-group and other demographic variables on employee non-punctuality. Conclusion - Findings of this research suggests that frequent late arrival or absenteeism is an indicator that the employee may be losing the interest in the current job/position and may/will eventually quit the job in future. Hence measures as suggested in this research shall be taken to solve this grave issue of non-punctuality which constitutes the part of production deviance.
Diversity management has recently attracted a lot of attention in both academia and practice. Globalization, migration, demographic changes, low fertility rates, a scarce pool of qualified labor, and women entering the workforce in large scales have led to an increasingly heterogeneous workforce in the past twenty years. In response to those ongoing changes, organizations have started to create work environments which address the needs and respond to the opportunities of a diverse workforce. The implementation of diversity policies and practices and the creation of an organizational culture that values heterogeneity have been the focus of recent organizational initiatives. This special issue aims at shedding light on some of open research questions by including both theoretical and empirical contributions.
Few time periods in the past five decades match the intensity of intergroup conflict that people around the world are currently experiencing. Polarized attitudes around various sociopolitical issues, such as gender equality and immigration, have dominated the media and our lives. Furthermore, these powerful social dynamics have also impacted the places where we work and intensified existing strains on workers and workplaces. To address these issues and improve organizational climates, more theories, research and collaborations to understand these phenomena are needed. The volumes in this series will describe and instigate scholarship that advances our understanding of diversity in organizations. This volume features renowned scholars who are unabashedly pushing the field by raising the questions that need to be asked, by working on topics that have received far too little research attention, and by holding researchers, practitioners, managers, organizations, and readers to task for doing what needs to be done to maximize social justice and egalitarian behaviors in the workplace. The chapters provoke the status quo in society and in scholarship, and in so doing, push our understanding of diversity in organizations.
Diversity in Organizations argues that ensuring a diverse workforce composition has tangible benefits for organizations. Rather than relying on touchy-feely arguments, Herring and Henderson present compelling evidence that directly links diversity to the bottom line. Readers will learn: How and why diversity is related to business performance The impact of diversity training programs on productivity, business performance and promotions The biggest mistakes in diversity management, and how to avoid them What can be done to make diversity initiatives more effective and politically palatable How to measure success in diversity initiatives in rigorous, non-technical ways to achieve desired results Presented accessibly, without shying away from the contentious aspects of diversity, the book also provides concrete advice and guidance to those who seek to implement diversity programs and initiatives in their organizations, and to make their companies more competitive. Students taking classes in diversity, human resource management, sociology of work, and organizational psychology will find this a comprehensive, helpful resource.