Calls for papers

 

International Journal of Human Resources Development and Management

 

Special Issue on: "Leveraging Workplace Diversity: Multiple Settings, Professions, Strategies and Theoretical Perspectives"

Guest Editor: Dr. Chaunda L. Scott, Oakland University, USA

Today, many organisations from a variety of settings are embracing and linking workplace diversity to their strategic goals and objectives, as one way to improve organisational effectiveness. At the same time, these organisations are holding the areas of human resource development, and management accountable for their workplace diversity measurable results.

In assisting these organisations, and their areas of human resource development, and management, in creating their workplace diversity strategic goals and objectives, the concept known as leveraging workplace diversity has been employed. Leveraging workplace diversity is a strategy that has been used by many organisations to date to:
1) initiate and manage aspects of cultural change
2) improve the culture and climate of an organisation
3) promote full inclusion of all employee stakeholders and
4) enhance the bottom line, for the purpose of impacting organisational effectiveness, and gaining a competitive advantage.

Over the past decade, the concept of leveraging workplace diversity has been viewed by scholars and practitioners as a popular and important initiative that continues to evolve. In the future, the areas of human resource development and management will continue to play key roles in leveraging workplace diversity to create and empower an organisational culture that fosters a respectful, inclusive, knowledge-based environment where each employee has the opportunity to learn, grow, and meaningfully contribute to the organisation's success.

The purpose of this special issue is to serve as a forum for scholars and practitioners to highlight the variety of workplace settings, professions, strategies, and theoretical perspectives that have been used to effectively leverage workplace diversity globally.

Papers submitted to this special issue should address aspects of leveraging workplace diversity focusing on the relationship between management, human resource management, and human resource development from multiple settings, professions, strategies, and theoretical perspectives. However, papers exploring other areas related to the above are also welcome.

Subject Coverage
Suitable topics include but are not limited to:

• Leveraging workplace diversity and human resource development strategies
• Leveraging workplace diversity and human resource management strategies
• Leveraging workplace diversity and management strategies
• Leveraging workplace diversity and organisational development
• Leveraging workplace diversity and organisational change
• Leveraging workplace diversity public and non profit agency strategies (i.e., government, education, religious affiliations)
• Leveraging workplace diversity in various professions (i.e., banking, engineering, customer service, health care, the sciences, legal, administration, consulting, the armed forces, the arts)
• Leveraging workplace diversity and socio-cultural theoretical perspectives (race, gender, class, age, sexual orientation)
• Leveraging workplace diversity and e-learning
• Leveraging workplace diversity and training and development
• Leveraging workplace diversity and employee satisfaction
• Leveraging workplace diversity and performance outcomes
• Leveraging workplace diversity and social responsibility
• Leveraging workplace diversity practices, and programs
• Leveraging workplace diversity and mentoring
• Leveraging workplace diversity and coaching
• Leveraging workplace diversity and leadership
• Leveraging workplace diversity and recruitment, retention
• Leveraging workplace diversity and career development
• Leveraging workplace diversity and program development
• Leveraging workplace diversity and entrepreneurship
• Leveraging workplace diversity and financial resources
• Leveraging workplace diversity and assessment, measurement, evaluation
• Leveraging workplace diversity and quality management
• Leveraging workplace diversity and the bottom line
• Leveraging workplace diversity and business ethics
• Leveraging workplace diversity and community service, service learning
• Leveraging workplace diversity and social justice
• Leveraging workplace diversity and racism, discrimination
• Leveraging workplace diversity and supporting theoretical frameworks

Notes for Prospective Authors

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere

All papers are refereed through a peer review process. A guide for authors, sample copies and other relevant information for submitting papers are available on the Author Guidelines page

Important Dates

Submissions should be sent no later than : 30 August 2007 (Deadline extended)