Table of Contents

Corporate Social Responsibility and Human Resource Management

Corporate Social Responsibility and Human Resource Management

A Diversity Perspective

Edited by Mine Karataş-Ozkan, Katerina Nicolopoulou and Mustafa F Özbilgin

This innovative book analyses the intersection between the fields of Corporate Social Responsibility (CSR) and Human Resource Management (HRM), with a focus on diversity management. The book presents the scope of institutional engagements with CSR and diversity policies in a range of organisations and organisational networks.

Chapter 8: Partnership among stakeholders as a vehicle for promoting good practices in diversity management: the case of job market integration of college graduates with learning disabilities

Helena Desivilya Syna, Amit Rottman and Michal Raz

Subjects: business and management, corporate social responsibility, human resource management, organisation studies

Extract

The processes of globalization have made diversity of workforce and organizational membership a reality in most parts of the world (Desivilya and Palgi, 2011a; Mor Barak, 2010). Notwithstanding the pervasiveness of this phenomenon, its ramifications for human resource management (HRM), particularly in the realm of diversity are not yet fully understood. Moreover, employers and employees have little understanding of the potential impact of diversity on work climate and on relationship dynamics. Presumably they also grapple with controlling their own prejudice and stereotypical judgments, thus failing to reap the positive potential of diversity (Desivilya, 2008; Friedman and Desivilya, 2010; Mor Barak, 2010). Effective management of diversity has become a bon ton of contemporary organizations. It reflects a significant facet of corporate social responsibility and presumably constitutes an important precursor of sustainability (Ramarajan and Thomas, 2010). The current chapter focuses on interorganizational partnership as a vehicle aimed at fostering good practice in diversity management. We will demonstrate this potential mechanism through a case study of an innovative program designed to integrate college graduates with learning disabilities in the job market. Based on insights drawn in the course of an evaluation research (conducted by the authors) that followed up the novel project, we propose a ‘model of action’ intended to upgrade HRM practices in work organizations with regard to employees with learning disabilities and potentially other disadvantaged or marginalized groups.

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