Mentors and minorities: How to create a united workplace
Development and Learning in Organizations
ISSN: 1477-7282
Article publication date: 16 February 2010
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Workplace mentoring has become highly valued to the extent that it is now perceived as a key human resource (HR) strategy within many organizations. Greater harmony between management and employees and improved output are just two of several noteworthy benefits commonly reported. Greater harmony between management and employees and improved output are just two of several noteworthy benefits commonly reported. But realization that mentoring has scope for even wider impact is also on the increase. It is therefore hardly surprisingly to see companies introducing programs for a number of diverse reasons. One prime example is the growing deployment of mentoring schemes to assist disadvantaged members of the labor force such as disabled workers and women.
Social implications
Can encourage positive attitudes toward minority and disadvantaged groups. May also persuade policy makers to address concerns of such people, introduce stronger legislation to prohibit discriminatory behaviors and promote activities that encourage inclusive practices.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
Keywords
Citation
(2010), "Mentors and minorities: How to create a united workplace", Development and Learning in Organizations, Vol. 24 No. 2, pp. 28-30. https://doi.org/10.1108/14777281011019506
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited