Titlebook: Equality. Diversity and Disadvantage in Employment; Mike Noon (Professor of Human Resource Management) Book 2001 Palgrave Macmillan, a div

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iversity. It explores the impact of gender, race/ethnicity, disability and age on employment opportunities and examines theoretical issues underlying the experience of discrimination. Based on original research, each chapter analyses a different facet of equality and diversity and draws out the poli

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Jerry A. Peterson,Roberto L. Cerianianding of what is meant by this talk of ‘diversity’ given that we are dealing here with a concept that has been packaged and repackaged in a search for potential buyers, and so not only lacks any definitive formulation but offers formulations that are none too mindful of very real obscurities and difficulties.

Abnormal

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https://doi.org/10.1007/978-94-011-7268-4e of a general labour inspectorate for monitoring and enforcing legal protections, the UK system largely leaves employers and trade unions to translate statute and case law . through collective bargaining. The recent history of such ., and the prospects for it, are the core themes of this chapter.

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Beyond Racial Dualism: Racial Disadvantage and Ethnic Diversity in the Labour Market,ds either to highlight the structural forces which result in the social exclusion of particular racially defined groups or to celebrate the actions of human beings in sustaining distinct ethnic cultures. Marx’s dictum seems to have been forgotten.

Collected

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synovitis

,Evaluating Equal Opportunities Initiatives: The Case for a ‘Transformative’ Agenda,of equal opportunities policies. Jewson and Mason (1994) summarise this debate, beginning with the view in the 1970s that equal opportunities was an issue of social justice and should be pursued for its own sake. In the 1980s the debate moved on as the ‘business case’ for equal opportunities was pro

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,Managing Difference Fairly: An Integrated ‘Partnership’ Approach,concerned with the role managers play in the management of diversity initiatives, why this involvement often fails to deliver permanent change in organisational culture, systems and structures and how managers might work in an integrated ‘partnership’ within their organisations to implement diversit