netrashetty
Netra Shetty
Giant Food Stores, LLC is an American supermarket chain that currently operates stores in Pennsylvania, Maryland, Virginia, and West Virginia under the names of Giant, FoodSource, and Martin's. Giant is a subsidiary of Netherlands-based Royal Ahold. Giant Food Stores are often referred to as Giant-Carlisle so not to be confused with sister company Giant-Landover.
DIVERSITY MANAGEMENT
To retain their reputations for excellence, Centers need to create work environments that support the
productivity, career development, and job satisfaction of women and men of diverse backgrounds. The
fundamental proposition for diversity in the CGIAR, as articulated by the CGIAR Gender & Diversity
(G&D) Program, is that expanding the pool of skills, talents, perspectives and ideas within the
organization will strengthen the performance of the Centers. A diverse workforce is seen as enabling
the Centers to better develop effective partnerships and to respond rapidly and successfully to challenges
in the external environment. Research on R&D teams at CSIRO and Stanford University found that
diversity-rich teams outperform homogenous ones, especially for innovation (Wilde and Shields, 2002).
Centers that fail to effectively exploit the opportunities presented by developing and maintaining a
diverse workforce run the risk of losing in the competition for the “best and brightest” in key disciplines,
failing to match the quality expectations of investors, and ultimately suffering financial downturn.
In its most recent summary of systemwide human resources data, the G&D Program reported that “by
most criteria relating to diversity of origin, the CGIAR appears to be in a healthy state. The situation
relating to gender balance is, in contrast, disappointing” (Jayasinghe and Moore, 2003).
The G&D Program works with individual Centers to establish model policies and programs that support
gender and diversity balance. The Program reports that progress has been mixed-some Centers are
missing critical policies, others have exemplary policies in some areas but outdated policy in others.
There are different situations wherein which HRM can be considered as a central management function. These are:
As Stephen Bach puts it: “HRM is central to business strategy” (2000). Drawn away from the traditional perception about HRM, which is often performed separately, HRM now serve as facilitating bodies of lifelong learning while also considering social and economic objectives and stressing importance of innovation, competitiveness, productivity and growth of the organization. Further, International Labour Organization (ILO) even recognizes that key HR functions are often linked with strategic planning. As such, HRM increasingly becoming recognized as a central business concern whereby performance and delivery are integrated into management and secured compliance to winning commitment (de Silva, 1998).
To integrate HRM into the organization will mean to allow performing an integral and formative function while putting emphasis on investing in people with a long-term perspective and ensuring that external considerations are taken into account. Apart, HRM addresses individual issues rather than collectivists through HRM but not jeopardizing the entirety of the organization. David Guest (1987) retaliate the idea that the improved management of people is a mean of achieving competitive advantage while also emphasizing that the traditional role of personnel managers failed to exploit potential benefits of effective people management nor forming a central part of management activity. Moreover, the emergence of better educated workforces and higher individual expectations, the ever-changing technology and the need for more flexible jobs create an opportunity for HRM to incorporate it into central management policy. The ideology is that commitment and motivation are an outgrowth from organizational behaviour that place emphasis on management strategy connecting HRM with organizational behaviour and management strategy
The G&D Program recommends that BoTs should request a managerial review of HR policies and
procedures in order to identify which policies and procedures support diversity (Allen and Wilde 2003).
It recommends that each Center should have the following policies and procedures in place:
Statement of commitment to diversity
Diversity-related employment policies
Anti-harassment policy and procedures
General family-related policies and procedures
Spouse/partner employment-related policies and procedures
Family work/balance policies, procedures, and facilities
DIVERSITY MANAGEMENT
To retain their reputations for excellence, Centers need to create work environments that support the
productivity, career development, and job satisfaction of women and men of diverse backgrounds. The
fundamental proposition for diversity in the CGIAR, as articulated by the CGIAR Gender & Diversity
(G&D) Program, is that expanding the pool of skills, talents, perspectives and ideas within the
organization will strengthen the performance of the Centers. A diverse workforce is seen as enabling
the Centers to better develop effective partnerships and to respond rapidly and successfully to challenges
in the external environment. Research on R&D teams at CSIRO and Stanford University found that
diversity-rich teams outperform homogenous ones, especially for innovation (Wilde and Shields, 2002).
Centers that fail to effectively exploit the opportunities presented by developing and maintaining a
diverse workforce run the risk of losing in the competition for the “best and brightest” in key disciplines,
failing to match the quality expectations of investors, and ultimately suffering financial downturn.
In its most recent summary of systemwide human resources data, the G&D Program reported that “by
most criteria relating to diversity of origin, the CGIAR appears to be in a healthy state. The situation
relating to gender balance is, in contrast, disappointing” (Jayasinghe and Moore, 2003).
The G&D Program works with individual Centers to establish model policies and programs that support
gender and diversity balance. The Program reports that progress has been mixed-some Centers are
missing critical policies, others have exemplary policies in some areas but outdated policy in others.
There are different situations wherein which HRM can be considered as a central management function. These are:
As Stephen Bach puts it: “HRM is central to business strategy” (2000). Drawn away from the traditional perception about HRM, which is often performed separately, HRM now serve as facilitating bodies of lifelong learning while also considering social and economic objectives and stressing importance of innovation, competitiveness, productivity and growth of the organization. Further, International Labour Organization (ILO) even recognizes that key HR functions are often linked with strategic planning. As such, HRM increasingly becoming recognized as a central business concern whereby performance and delivery are integrated into management and secured compliance to winning commitment (de Silva, 1998).
To integrate HRM into the organization will mean to allow performing an integral and formative function while putting emphasis on investing in people with a long-term perspective and ensuring that external considerations are taken into account. Apart, HRM addresses individual issues rather than collectivists through HRM but not jeopardizing the entirety of the organization. David Guest (1987) retaliate the idea that the improved management of people is a mean of achieving competitive advantage while also emphasizing that the traditional role of personnel managers failed to exploit potential benefits of effective people management nor forming a central part of management activity. Moreover, the emergence of better educated workforces and higher individual expectations, the ever-changing technology and the need for more flexible jobs create an opportunity for HRM to incorporate it into central management policy. The ideology is that commitment and motivation are an outgrowth from organizational behaviour that place emphasis on management strategy connecting HRM with organizational behaviour and management strategy
The G&D Program recommends that BoTs should request a managerial review of HR policies and
procedures in order to identify which policies and procedures support diversity (Allen and Wilde 2003).
It recommends that each Center should have the following policies and procedures in place:
Statement of commitment to diversity
Diversity-related employment policies
Anti-harassment policy and procedures
General family-related policies and procedures
Spouse/partner employment-related policies and procedures
Family work/balance policies, procedures, and facilities
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