A recent study reported Black women are frequently labeled unprofessional due to hair presentation, 1.5 times more likely to be sent home citing “unprofessional hair,” and 80…
Abstract
A recent study reported Black women are frequently labeled unprofessional due to hair presentation, 1.5 times more likely to be sent home citing “unprofessional hair,” and 80% likely to alter their natural hair texture (Dove, 2019) through chemicals or heat to fit into organizational norms. Meanwhile, conversations about hair discrimination and bias remain whispers in The Ivory Tower. Despite this study, contemporary research regarding higher education and the politics of Black women, Black hair, and hair texture is sparse. The lack of representation in higher education organizations and lack of literature suggest that Black, higher education professional women are at risk of experiencing chilly work environments that could impact belonging, career trajectory, and earning potential. Some individuals outside the African Diaspora may consider the notion of a physical characteristic, like hair, to be insignificant, let alone a salient identity for Black women. However, my experience as a higher education practitioner and scholar states differently. I assert higher education institutions continue to perpetuate and reproduce oppressive dynamics that specifically target Black women and Black hair when hair discrimination and bias are left out of the conversation to address diversity and inclusion concerns. This chapter introduces a historical context of Black hair discrimination; explores my lived experiences navigating Black hair, hair texture, and professionalism in higher education; outlines challenges for higher education institutions and prioritizes Black women alongside diversity and inclusion efforts.
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Jane Berliss, Richard R. Jones, Scott Flechsig, Mary A. Roatch, William H. Kneedler, E.J. Sizemore, Ann Neville, Tracey Datray, Phillip White, James E. Knox and Jane Berliss
When it comes to establishing a computing environment that genuinely accommodates the range of human abilities, librarians are both cognizant of needs and capable of fulfilling…
Abstract
When it comes to establishing a computing environment that genuinely accommodates the range of human abilities, librarians are both cognizant of needs and capable of fulfilling those needs. They are cognizant of needs because almost everyone uses some sort of technology—glasses, adjustable chairs, computer wrist pads, Braille printers—to adjust a computing environment to his or her particular ability range. They are capable of fulfilling those needs because, even if they know nothing about making computers accessible to people with disabilities, they know how to obtain essential knowledge about their libraries: budget, needs of their clientele, current and planned computing systems, and a range of other crucial factors.
The purpose of this paper, from a work‐based learning practitioner perspective, is to present an insight into some of the challenges, benefits and impacts associated with…
Abstract
Purpose
The purpose of this paper, from a work‐based learning practitioner perspective, is to present an insight into some of the challenges, benefits and impacts associated with workforce development and employer responsive provision (ERP). The focus is learning, which is designed to meet an organization's needs and intended for groups of learners to develop their skills, whilst bringing tangible benefits to their organization.
Design/methodology/approach
Focusing upon experiences of managing an employer engagement, action research project, which worked with over 40, small and medium‐sized enterprises and more recently working with three major corporate organisations, this paper provides a personal perspective of engaging with organizations. It draws upon primary data from personal experiences and action research of working with employers and learners, and secondary data, such as the Higher Education Impact Study (2008) and the Higher Education Regional Development Agency's Skills for Growth report (2009). After setting the context, this paper will consider ERP and its challenges, in terms of organizational needs meeting academic tradition. This is supported with case study anecdotes, before a consideration of the impacts and benefits of ERP from an organizational perspective.
Findings
This paper provides insights into effective ERP and the elements needed to support its success. With probable continued growth in ERP, it is imperative that HEIs with ERP strategies understand the associated challenges and benefits. It suggests that in order to promote sustainable ERP activity, HEIs will need to consider a more strategic approach concerning the staff engaging in ERP activities.
Practical implications
From a work‐based learning practitioner perspective, this paper presents an insight into some of the challenges, benefits and impacts associated with workforce development and employer responsive provision (ERP).
Originality/value
This paper draws together current thinking on ERP with practice‐based application and understanding in order to inform and develop practice. It offers practical insights and experiences which build upon various bodies of literature to present identified elements necessary for successful engagement with employers. As the literature around ERP at present is fairly small, this paper offers a valuable insight into successful practice, building usable models for people working in this field.
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Qingyu Zhang, Mark A. Vonderembse and Jeen‐Su Lim
To respond to an increasingly uncertain environment, firms are seeking to enhance flexibility across the value chain. Spanning flexibility, a critical dimension of value chain…
Abstract
Purpose
To respond to an increasingly uncertain environment, firms are seeking to enhance flexibility across the value chain. Spanning flexibility, a critical dimension of value chain flexibility, is the ability of a firm to provide horizontal information connections across the value chain to meet a variety of customer needs. This research organizes literature on spanning flexibility and classifies it according to competence and capability theory.
Design/methodology/approach
The study collected data from 273 manufacturing executives related to spanning flexibility. The instruments used to collect these data have been validated via literature review and structured interviews with executives. Structural equation modeling was applied to these data to test relationships among the variables in the study.
Findings
This study develops valid and reliable instruments to measure the sub‐dimensions of spanning flexibility. The results indicate strong, positive, and direct relationships between flexible spanning competence and capability, and between flexible spanning capability and customer satisfaction.
Originality/value
This paper describes a framework to explore the relationships among flexible competence (supply chain information dissemination flexibility), flexible capability (strategy development flexibility), and customer satisfaction.