...com Poetics 39 (2011) 469–490 www.elsevier.com/locate/poetic Experiencing unemployment: The roles of social and cultural capital in mediating economic crisis ´ Virgılio Borges Pereira ˆ Departamento de Sociologia, Faculdade de Letras da Universidade do Porto, Via Panoramica, ´ s/numero 4150-564 Porto, Portugal Available online 24 October 2011 Abstract The paper offers an engagement with economic issues, via an exploration of the recent crisis in Northern Portugal, to discuss the roles of social capital and cultural capital in the configuration of diverse experiences of unemployment. It focuses on changes over time and on contemporary everyday relations to identify such experiences. By means of a multiple correspondence analysis, patterns of sociability are discerned. Ethnographic material enables these patterns to be qualified and three main types of unemployment experience are identified, all centred on the idea of unemployment as a space of sociability. The case study elaborates on and qualifies research inspired by Bourdieu on methodological and theoretical grounds. It demonstrates the need to qualify statistical patterns emerging from MCA with refined qualitative material and indicates specific ways in which social and cultural capitals interact with the economic sphere in a particularly severe economic crisis. # 2011 Elsevier B.V. All rights reserved. 1. Introduction This paper puts forward an analysis of the experience of economic and social crisis in an industrialised...
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...Diversity In Organizations: Disability. Disability can be descibed as a person who has a physical or mental condition that limits their movements, senses, or activities. We use the terms 'mental' and 'physical' to describe disabilities. This definition is very broad though, and we will look at how organizations integrate people affected by disabilities in their organizations. In Ireland, The Disability Act 2005, aimed to persuade public and private compnaies to be proactive about employing people with disabilities within their organizations. In Taiwan, The People With Disabilities Rights Protection Act 2007, staetes that disabled people must comprise at least 1% of the work force at private organizations, and at least 3% of government offices over a certain size (67 employees), including public schools and state-owned enterprises. In The U.S., the Americans With Disabilities Act ADA, was introduced in 1990. The ADA immediately led to a surge in the amount of people classified as disabled joining the workforce. The ADA states that employers must mate 'reasonable accommodations' to their working environments for people with disabilities. It can be hard to measure the the relationship between disability and employment because the definiton of disabled is so broad. Just think of certain neurological disorders that are impossible to notice at a glance, like depression, addiction, or other personality disorders. The Equal Employment Commission in the US uses 'physical or mental...
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...Benefits of Valuing Parents In The Workplace Amanda Fredericks Brittany Larue Christina Herron Emmalee Ilar King University Business Law Vonda Laughlin Abstract Paid maternity leave is a hot button debate in the political and business arenas for good reason. The Family Medical Leave Act requires companies with greater than 50 employees to provide 12 weeks unpaid leave for new mothers. The act, as it currently stands, excludes many workers that are employed by smaller businesses and inadequately supports those that do essentially penalizing the mother and child which can result in social inequality. This paper explores why providing paid maternity leave is a better ethical and economic decision for businesses and society in general. Using a comparative analysis on maternity leave in other countries and the potential positive outcomes of providing paid maternity leave by working to achieve a stronger work-life balance. This paper also explores ways in which payment of maternity leave benefits can be addressed. A Review On Providing Paid Maternity Leave and The Benefits of Valuing Parents In The Workplace Maternity benefits, once believed to be only a consideration for young women who were contemplating a family, is now an issue for both men and women who will either biologically have or adopt child(ren). Most of us are familiar with the Family Medical Leave Act issued in 1993 in the United States that states “roughly 60% of the women in the United States are entitled to 12...
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...Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management...
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...Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management...
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...SPINE Volume 25, Number 22, pp 2940 –2953 ©2000, Lippincott Williams & Wilkins, Inc. The Oswestry Disability Index Jeremy C. T. Fairbank, MD, FRCS,* and Paul B. Pynsent, PhD† tried. The questionnaire had been published in 198038 and widely disseminated from the 1981 meeting of the International Society for the Study of the Lumbar Spine (ISSLS) in Paris. The objects of this article are: To present the various versions of the ODI instrument for comparison ● To review the various efforts that have been made to validate this questionnaire ● To compare the scores obtained in studies of different patient population both before and after treatment ● To review the methodology of outcome measurement ● To consider what is actually measured by this and similar instruments ● Study Design. The Oswestry Disability Index (ODI) has become one of the principal condition-specific outcome measures used in the management of spinal disorders. This review is based on publications using the ODI identified from the authors’ personal databases, the Science Citation Index, and hand searches of Spine and current textbooks of spinal disorders. Objectives. To review the versions of this instrument, document methods by which it has been validated, collate data from scores found in normal and back pain populations, provide curves for power calculations in studies using the ODI, and maintain the ODI as a gold standard outcome measure. Summary of Background Data. It has now been 20 years since its original...
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...now and where are we going? Lynn M. Shore ⁎, Beth G. Chung-Herrera, Michelle A. Dean, Karen Holcombe Ehrhart, Don I. Jung, Amy E. Randel, Gangaram Singh Institute for Inclusiveness and Diversity in Organizations, Department of Management, College of Business Administration, San Diego State University, 5500 Campanile Drive, San Diego, CA 92182, USA a r t i c l e i n f o Keywords: Diversity Inclusiveness a b s t r a c t A great deal of research has focused on workforce diversity. Despite an increasing number of studies, few consistent conclusions have yet to be reached about the antecedents and outcomes of diversity. Likewise, research on different dimensions of diversity (e.g., age, race, gender, sexual orientation, disability, and culture) has mostly evolved independently. Therefore, the purpose of this review is to examine each of these dimensions of diversity to describe common themes across dimensions and to develop an integrative model of diversity. © 2008 Elsevier Inc. All rights reserved. While the term “workforce diversity” is commonly used in scholarly articles as well as in the popular press, the focus and scope of the research is both varied and broad. Until recently, most studies have focused on a single dimension of diversity (e.g., age, sex, race) in a domestic, typically U.S. context. In a world of globalization populated by boundaryless and virtual organizations, it is time to revisit the old theories of diversity and to create a new...
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...Devanna model of HRM The Harvard model of HRM The Guest model of HRM The Warwick model of HRM The Storey model of HRM HRM and globalization: The HRM model in advancing economies? Ulrich’s strategic partner model of HRM Studying HRM Critique and paradox in HRM viii contents ix Case study: Canterbury Hospital Summary, Vocab checklist for ESL students, Review questions and Further reading to improve your mark 33 34 37 37 37 38 38 39 41 44 44 45 46 48 50 52 54 55 56 56 58 60 62 65 66 69 69 69 70 70 71 72 72 73 73 74 77 78 80 81 88 92 2 corporate strategy and strategic HRM John Bratton Outline Objectives Introduction Strategic management Model of strategic management Hierarchy of strategy Ethics and corporate social responsibility Business ethics Corporate social responsibility HRM in practice 2.1: Killer chemicals and greased palms Exploring corporate sustainability Strategic HRM HRM and globalization: Business urged to keep on eco-track HRM in practice...
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...Culturally Responsive Teaching: Bridging the Gap Michael Warren University of Texas at El Paso Culturally Responsive Teaching: Bridging the Gap The changing demographics in classrooms are not often reflected in the pedagogies, curriculum and strategies used in represented grade levels and content areas by the education professionals that drive our education system. Recent research has considered the idea that culturally responsive or culturally pedagogical teaching may be the answer to closing the achievement gap created by the absence of cultural awareness. The concept of cultural awareness may be simply defined as an understanding and awareness of the diversity in the classroom (Villegas & Lucas, 2002); however, such a simplistic definition does not recognize the many dimensions involved in the pedagogy of culturally responsive teaching, which for students includes seeing germane links between subject matter and lessons and their experiences outside the context of the classroom and how those links influence what and how they learn. The purpose of this literature review is to examine the many facets that make up the term Culturally Responsive Teaching (CRT) and the impact and implications implementing such a broad concept may have on the education system. While the literature discusses several topics connected to CRT, I will confine this review to the following: (1) CRT Background/Definition (2) The methods of study, the participants involved and the significance...
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...differences in biology, in the social and cultural contexts of our lives, and in the individual way we interpret the world. Differences in perspective and the power of perspective to shape experience are themes that run throughout the course. We will study the major perspectives in psychology, research methods, brain and nervous system structures, states of consciousness, learning, memory, cognitive and social-emotional development in infancy and childhood, social psychological issues such as conformity and obedience, and some of the major categories of psychological disorders and therapies. You will have a chance to pursue some topics in more depth. The goal of the course is to strike a balance between giving a survey of a very rich, complex field and covering topics in depth. Both understanding of basic psychological principles and practical application will be emphasized. The aim is to enrich your knowledge of psychology and your ability to apply psychological principles to everyday life. Required Text Myers, D. (2011). Exploring psychology, 8th ed. NY: Worth. ISBN: 1-4292-3826-7 Course Learning Objectives To be able to understand, illustrate, apply, and discuss: 1. The major perspectives in psychology 2. How psychologists ask and answer questions 3. The basic structures and functions of the brain and nervous system 4. States of consciousness 5. How humans learn and remember 6. Cognitive and emotional-social development in infancy and childhood ...
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...Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes and Features 21 CHAPTER CONTENTS OVERVIEW 22 Part 1: Introduction 22 Part 2: Recruitment and Placement 22 Part 3: Training and Development 22 Part 4: Compensation 23 Part 5: Employee Relations 23 The Topics Are Interrelated 23 4 VII viii CONTENTS CHAPTER SECTION SUMMARIES 24 DISCUSSION QUESTIONS 24 INDIVIDUAL AND GROUP ACTIVITIES 25 EXPERIENTIAL EXERCISE: HELPING "THE DONALD" 25...
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...Conceptual and Design Skills Business Skills 14 12 13 Line Managers' HRM Responsibilities 15 Line Versus Staff Management 15 Major HR Responsibilities of Line Management 15 HR Managers' Resonsibiiities: Disciplines Within HRW? 16 The Legal Environment: EEO and Diversity Management 17 Staffing 17 Training and Development 20 Employee Relations 20 Labor and Industrial Relations 20 Compensation and Benefits 20 Safety and Security 21 Ethics and Sustainability 21 HRM Careers 23 The Society for Human Resource Management Other HR Organizations 24 Professional liabiliy 24 23 The Practitioner's Model for HRM The Model 24 Sections of the Model 25 24 Trends and Issues in HRM 27 Technology and High-Performance Work Systems 27 Increasing Globalization 28 Ethical Issues—Reverse Discrimination Wrap-Up 28 29 Chapter Summary 30 Case 1.1 33 Chapter 2 Strategy-Driven Human Resource Management SHRM 38 39 Strategy and Strategic Planning in the 21 st Century The External Environment 41 41 Strategy 45 What Is...
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...In the United States, affirmative action refers to equal opportunity employment measures that Federal contractors and subcontractors are legally required to adopt. These measures are intended to prevent discrimination against employees or applicants for employment, on the basis of "color, religion, sex, or national origin".[1][2] Examples of affirmative action offered by the United States Department of Labor include outreach campaigns, targeted recruitment, employee and management development, and employee support programs.[2] The impetus towards affirmative action is to redress the disadvantages[3][4][5][6][7] associated with overt historical discrimination.[8] Further impetus is a desire to ensure public institutions, such as universities, hospitals and police forces, are more representative of the populations they serve.[9] Affirmative action is a subject of controversy. Some policies adopted as affirmative action, such as racial quotas or gender quotas for collegiate admission, have been criticized as a form of reverse discrimination, and such implementation of affirmative action has been ruled unconstitutional by the majority opinion of Gratz v. Bollinger. Affirmative action as a practice was upheld by the court's decision in Grutter v. Bollinger.[10] Affirmative action in the United States began as a tool to address the persisting inequalities for African Americans in the 1960s. This specific term was first used to describe US government policy in 1961. Directed to all...
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...Page Ref: 344 Chapter: 10 Objective: 1 Skill: Concept 3) ________ focuses on helping an employee make long-term career plans, while ________ addresses an employee's short-term job skills. A) Mentoring, coaching B) Coaching, mentoring C) Recruiting, coaching D) Recruiting, mentoring E) Mentoring, recruiting Answer: A Explanation: Mentoring means advising, counseling, and guiding an employee towards long-term career goals. Coaching means educating, instructing, and training subordinates in performing short-term job-related skills. Recruiting refers to searching for job candidates. Diff: 2 Page Ref: 344 Chapter: 10 Objective: 1 Skill: Concept 4) You have been assigned to coach an employee who is struggling with work assignments. Which of the following steps should you complete first? A) reach agreement with the employee on a plan B) ask the employee open-ended questions C) offer ideas and...
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...Working Paper Series No. 59 Sexual harassment in the workplace: a literature review Carrie Hunt, Marilyn Davidson, Sandra Fielden and Helge Hoel Manchester Business School, University of Manchester Sexual harassment in the workplace: A literature review Carrie Hunt, Marilyn Davidson, Sandra Fielden and Helge Hoel The Centre for Equality and Diversity at Work Manchester Business School, University of Manchester 2 © Equal Opportunities Commission 2007 First published Summer 2007 ISBN 978 1 84206 033 9 EOC WORKING PAPER SERIES The EOC Working Paper Series provides a channel for the dissemination of research carried out by externally commissioned researchers. The views expressed in this report are those of the authors and do not necessarily represent the views of the Commission or other participating organisations. The Commission is publishing the report as a contribution to discussion and debate. Please contact the Research and Resources team for further information about other EOC research reports, or visit our website: Research and Resources Equal Opportunities Commission Arndale House Arndale Centre Manchester M4 3EQ Email: research@eoc.org.uk Telephone: 0161 838 8340 Website: www.eoc.org.uk/research You can download a copy of this report as a PDF from our website, or call our Helpline to order a copy: Website: Email: Helpline: www.eoc.org.uk/research info@eoc.org.uk 0845 601 5901 (calls charged at local rates) ...
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