Suchergebnisse

"This edited book examines the management of diversity and inclusion in the military. Owing to the rise of asymmetric warfare, a shift in demographics and labor shortfalls, the US Department of Defense (DoD) has prioritized diversity and inclusion in its workforce management philosophy. In pursuing this objective, it must ensure the attractiveness of a military career by providing an inclusive environment for all personnel (active and reserve military, civilian, and contractors) to reach their potential and maximize their contributions to the organization. Research and practice alike provide substantial evidence of the benefits associated with diversity and inclusion in the workplace. Diversity and inclusion programs are more strategic in focus than equal opportunity programs and strive to capitalize on the strengths of the workforce, while minimizing the weaknesses that inhibit optimal organizational performance. This new book provides vital clarification on these distinct concepts, in addition to offering concrete best practices for the successful management of diversity and inclusion in the workplace. Written by scholars and practitioners, each chapter addresses major areas, raises crucial issues, and comments on future trends concerning diversity and inclusion in the workplace. The book will be of great interest to students of military studies, war and conflict studies, business management/HRM, psychology and politics in general, as well as to military professionals and leaders"--Provided by publisher.

Purpose: Sexual harassment remains a persistent problem in the U.S. military despite extensive research and policy initiatives. Theoretical explanations identify individual circumstances (e.g., power differentials) and organizational factors (e.g., climate, culture). However, data constraints limit the capacity to link individual contexts with independent measures of environments. Data/Methods: A unique Defense Equality Opportunity Climate Survey allows assessment of organizational climates and individual experiences with multilevel analyses. Results: Sexist environmental context increases the likelihood of personal harassment experiences after controlling for individual-level variables. However, unit-level climate, group cohesion, and job satisfaction are not significant. Conclusion: Both individual and organizational factors are important. However, the organizational context has less to do with culture or unit cohesion and more to do with tolerance of sexism. Focusing on problem units may be effective for reducing the prevalence and persistence of sexual harassment.

Confidence in and responses to an unreliable test alarm were studied in the presence of nearby unspecified alarms. The test alarm's reliability rate was represented as averaging "true" only 50% or 60% of the time. Confidence or response rates ranged proportionately from 23% to 97% with the number of active alarms within 5, 6, 7, or 9 annunciator arrays. Adjacent alarms resulted in confidence estimates that were higher (by about 10%) than those with the same number of active alarms spaced up to 3 positions away. Simultaneously activated alarms resulted in a more than 20% increase in "true" responses compared with the same number of alarms offset in time by up to 32 s, regardless of which came first. Active alarms "known" to be functionally related to, or independent of, the test alarm substantially raised or lowered responding but did not completely overcome prior effects. These findings indicate that presumptions that operators' responses are not influenced by nearby alarms, regardless of their function, may be unwarranted. Applications of this research include suggestions to improve responding and training recommendations.