![]() To achieve this, we argue that organizations are expected to foster the development of diverse communities of practice these communities could reshape corporate policies and practices, promote meaningful interactions, serve to develop a shared identity that will challenge entrenched beliefs, and create new artifacts and working cultures. This gap should be bridged to foster D&I and embed it in the organizational system. Moreover, there appears to be a gap between the rhetoric of D&I and the idiosyncrasies of its implementation. However, its enactment remains challenging, partly as its conceptual operationalization is plagued by national, cultural, institutional, and interpersonal barriers. Existing research indicates that the focus on workforce diversity and inclusion has attained worldwide currency among HR managers and organizational leaders. Fundamental worldwide economic, socio-demographic, and regulatory shifts are largely responsible for the spike in interest in the topic of Diversity and Inclusion (D&I) in the workplace. ![]()
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