From the timeframe of January 1 2019 the UK was due to be leaving the EU. However, the manner of the future relationship with the EU and the rest of the world was not certain. Critically evaluate the workforce planning issues that may come about as a result of Brexit

  1. From the timeframe of January 1 2019 the UK was due to be leaving the EU. However, the manner of the future relationship with the EU and the rest of the world was not certain. Critically evaluate the workforce planning issues that may come about as a result of Brexit.
  2. What factors deter employers from making “reasonable adjustments” for disabled workers? Are these factors motivated by genuine barriers or by a problem of how disability is socially constructed?
  1. Compare and contrast the ‘equal opportunities’ approach to the ‘diversity management’ approach. Are they necessarily opposing ideas?
  1. Is the ‘flexible firm model’ still relevant as a guide to how employers deploy labour in organisations in 2019?
  1. Explain the attraction-selection-attrition (ASA) framework. Critically evaluate how it helps to explain why organisations fail to recruit and retain a diverse workforce.
  1. How does role congruity theory help to explain why women are under-represented in leadership roles?
  1. Organisations use images of diversity or information about diversity initiatives in their recruitment advertising to attract job candidates from under-represented groups. Critically evaluate what factors influence job applicants’ reactions to this type of advertising.
  1. How can resistance to diversity be reduced in organisations?

Minimum word count per answer: 400

Maximum word countper answer: 500

The word count does not include references, which should be provided in a separate section at the end of each answer.

Checklist

  1. Main Assignment Have you:
  • Answered six questions in the correct order?
  • Ensured that before you answer each question, you have indicated the question you are addressing in full?
  • Made sure that quotations and references to other works are accurately cited?
  1. Style and Presentation Overall Does the assignment:
  • Read clearly throughout?
  • Make correct use of grammar, spelling and punctuation?
  • Accurately list the background reading you have consulted

(i.e. provided a full references list of all the work you have referred to in the answer)?

  • Stick within the word-limits specified?

Compulsoryreading list for Short Answer Questions assignment

Question 1:

Essential:

Gumbrell-McCormick, R. and Hyman, R. (2017) What about the workers? The implications of Brexit for British and European labour, Competition and Change,

Woolfson, C. (2018) The ‘Singapore scenario’: the uncertain prospects for labour standards in post‐Brexit Britain. Industrial Relations Journal, 48 (5/6), 348-402

Background:

Becker, S., Fetzer, T. and Novy, D. (2017) Who voted for Brexit? A comprehensive district-level

Analysis, Economic Policy: 601-651

CIPD (2018) Preparing for BREXIT Through Workforce Planning

Portes, J. (2016) Immigration After Brexit, National Institute Economic Review No. 238 November 2016

Roper, I., Miles, L. and James, P. (2019) ‘Politics, the Regulatory Environment and HRM’ (in) Roper, I., Prouska, R. and Chatrakul Na Ayudhya, U. Critical Issues in Human Resource Management. 2nd Edition MacMillan(available on MyLearning)

Question 2:

Essential:

Lengnick-Hall, M. L., Gaunt, P. M. and Kulkami, M. (2008). Overlooked and underutilized: People With disabilities are an untapped human resource. Human Resource Management47(2), 255-273.

Recommended:

Siddiqui, A. and Chatrakul na Ayudhya, U. (2010) Equality and Diversity (3) Critically Evaluating Disability Discrimination in the Modern Workplace (in) Roper, I., Prouska, R. and Chatrakul, U. (eds) Critical Issues in Human Resource Management

Lawson, A. (2011) Disability and Employment in the Equality Act 2010: Opportunities Seized, Lost and Generated, Industrial Law Journal, 40(4) 359-383

McLaughlin, M. E., Bell, M. P., & Stringer, D. Y. (2004). Stigma and acceptance of persons with disabilities: Understudied aspects of workforce diversity. Group & Organization Management, 29(3), 302-333

Question 3:

Recommended:

Ernst Kossek, E and pilcher, S. (2007) EEO and the management of Diversity (in) P. Boxall, J. Purcell and P. Wright (eds0 The Oxford Handbook of Human Resource Management, oxford pp251-272

Liff, S and Dickens, L (2000)  “Ethics and equality: reconciling false dilemmas”, in Winstanley, D. and Woodall, D. (eds), Ethical Issues in Contemporary Human Resource Management, MacMillan, Basingstoke, pp. 85-101

Tran, V., Garcia-Prieto, P., & Schneider, S. C. (2011). The role of social identity, appraisal, and emotion in determining responses to diversity management. Human Relations64(2), 161-176.

Verbeek, S. (2011). Employment equity policy frames in the literature: ‘Good practice’ versus ‘bad idea’. The International Journal of Human Resource Management22(9), 1942-1962.

Question 4:

Recommended:

Kalleberg, A. (2001) Organizing Flexibility: The Flexible Firm in a New Century, British Journal of Industrial Relations, 39(4) 479-504

Legge, K. (2005) Human Resource Management: Rhetorics and Realities (chapter 5: Toward the Flexible Firm?)

Standing, G. (2016) The Precariat, Class and Progressive Politics: A Response, Global labour Journal, 7(2)

Question 5:

Essential:

Byrne, D. (1971) The Attraction Paradigm. Academic Press, New York.

Schneider, B. (1987). The people make the place. Personnel Psychology40(3), 437-453.

Recommended:

Boone, C., van Olffen, W., van Witteloostuijn, A. and de Brabander, B. (2004). The genesis of top management team diversity: Selective turnover among top management teams in Dutch newspaper publishing. Academy of Management Journal,47, 633–656.

Essed, P. & Golberg, T. (2002). Cloning cultures: the social injustices of sameness. Ethnic and

Racial Studies, Vol. 25(6): 1066-1082.

Stafsudd, A. (2006). People are strange when you’re a stranger: Senior executives select similar successors. European Management Review3(3), 177-189.

Question 6:

Essential:

Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review109(3), 573-598.

Recommended:

Elsesser, K. M., & Lever, J. (2011). Does gender bias against female leaders persist? Quantitative and qualitative data from a large-scale survey. Human Relations64(12), 1555-1578.

Hoobler, J.M., Wayne, S.J. and Lemmon, G. (2009) Bosses’ perceptions of family-work conflict and women’s promotability: Glass ceiling effects. Academy of Management Journal, 52(5), 939-957.

Ibarra, H., Ely, R. and Kolb, D. (2013). Women rising: The unseen barriers. Harvard Business Review91(9), 60-66.

Rudman, L.A. and Glick, P. (2001). Prescriptive gender stereotypes and backlash toward agentic women. Journal of Social Issues57(4), 743-762.

Question 7:

Essential:

Avery, D. R. (2003). Reactions to diversity in recruitment advertising–are differences black and white? Journal of Applied Psychology88(4), 672-679.

Recommended:

Martins, L. L., & Parsons, C. K. (2007). Effects of gender diversity management on perceptions of organizational attractiveness: The role of individual differences in attitudes and beliefs. Journal of Applied Psychology92(3), 865-875.

Williamson, I. O., Slay, H. S., Shapiro, D. L., & Shivers-Blackwell, S. L. (2008). The effect of explanations on prospective applicants’ reactions to firm diversity practices. Human Resource Management47(2), 311-330.

Question 8:

Essential:

Vescio, T. K., Sechrist, G. B., & Paolucci, M. P. (2003). Perspective taking and prejudice reduction: The mediational role of empathy arousal and situational attributions. European Journal of Social Psychology33, 455–472.

Background:

Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly46(2), 229-273.

Herring, C. (2009). Does diversity pay?: Race, gender, and the business case for diversity. American Sociological Review74(2), 208-224.

Homan, A. C., Hollenbeck, J. R., Humphrey, S. E., Van Knippenberg, D., Ilgen, D. R., & Van Kleef, G. A. (2008). Facing differences with an open mind: Openness to experience, salience of intragroup differences, and performance of diverse work groups. Academy of Management Journal51(6), 1204-1222.

Maurer, R. (1996). Beyond the wall of resistance: Unconventional strategies that build support for change. Austin, TX: Bard Books, Inc.

Thomas, K. M., & Plaut, V. C. (2008). The many faces of diversity resistance in the workplace. In K. M. Thomas (Ed.), Diversity resistance in organizations (pp. 1-22). Psychology Press.

Wiethoff, C. (2004). Motivation to learn and diversity training: Application of the theory of planned behavior. Human Resource Development Quarterly15, 263–278.

General Textbook Background Reading:

Kirton, G. and Greene, AM (2016) The Dynamics of Managing Diversity. A Critical Approach. London Routledge

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