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"Berbagai isu keberagaman tenaga kerja yang masih terjadi di Indonesia perlu menjadi perhatian bagi setiap organisasi, termasuk Yayasan Wadah sebagai organisasi pelayanan kemanusiaan. Penelitian ini membahas mengenai identifikasi karakteristik keberagaman tenaga kerja, upaya pengelolaan keberagaman tenaga kerja melalui praktik manajemen sumber daya manusia di Yayasan Wadah, dan tantangan serta manfaat dari adanya upaya pengelolaan keberagaman tenaga kerja. Penelitian ini menggunakan pendekatan kualitatif dengan melakukan pengumpulan data melalui studi literatur dan wawancara 4 orang informan (2 orang anggota Departemen Sumber Daya Manusia & Umum dan 2 orang perwakilan Staf departemen lainnya) secara luring dan daring pada bulan Mei hingga Juni 2024. Hasil penelitian ini menunjukkan bahwa Yayasan Wadah mengidentifikasi karakteristik keberagaman dengan adanya perbedaan karakteristik keberagaman tenaga kerja yang diklasifikasikan menjadi tiga kategori, yakni dimensi primer (mencakup gender, etnis, dan usia), dimensi sekunder (mencakup agama, status perkawinan, latar belakang pendidikan, dan latar belakang pekerjaan), dan dimensi informasional (lama bekerja, lokasi kerja, posisi, dan gaji). Departemen SDM & Umum Yayasan Wadah melakukan upaya pengelolaan keberagaman tenaga kerja melalui kegiatan penentuan kualifikasi dan seleksi dalam aspek seleksi dan penempatan SDM (procurement) yang dilandaskan dengan nilai keberagaman sebagai budaya organisasi di Yayasan Wadah serta melalui kegiatan rekreasi sebagai kegiatan perkumpulan karyawan (gathering) yang termasuk ke dalam aspek pemeliharaan karyawan (employee maintenance) dengan tujuan untuk meningkatkan inklusi karyawan. Berangkat dari hasil temuan dan analisis penelitian, upaya pengelolaan keberagaman tenaga kerja yang dilakukan oleh Departemen SDM & Umum ditemukan berbagai tantangan yang dihadapi, seperti adanya perbedaan usia yang menghasilkan tantangan berupa perbedaan pola pikir, cara bekerja, dan kurangnya komunikasi terbuka. Kemudian, tantangan lainnya ialah pada karakteristik keberagaman posisi dimana terdapat kendala komunikasi yang terjadi dan adanya hambatan dalam pekerjaan bagi tenaga kerja yang memiliki latar belakang pendidikan yang tidak sejalan dengan pekerjaannya. Di sisi lain, terdapat pula manfaat pada beberapa karakteristik keberagaman, yakni etnis, agama, dan posisi dalam organisasi dalam meningkatkan wawasan, kemampuan, dan komunikasi yang efektif di antara karyawan.

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Various issues related to workforce diversity that still occur in Indonesia need to be a concern for every organization, including the Wadah Foundation as a humanitarian service organization. This study discusses the identification of workforce diversity characteristics, efforts to manage workforce diversity through human resource management practices at the Wadah Foundation, and the challenges and benefits of these diversity management efforts. This research uses a qualitative approach by collecting data through literature studies and interviews with 4 informants (2 members of the Human Resources & General Affairs Department and 2 representatives from other departmental staff) conducted offline and online from May to June 2024. The results of this study indicate that the Wadah Foundation identifies diversity characteristics by categorizing workforce diversity characteristics into three categories, namely primary dimensions (including gender, ethnicity, and age), secondary dimensions (including religion, marital status, educational background, and work background), and informational dimensions (length of employment, work location, position, and salary). The Human Resources & General Affairs Department of the Wadah Foundation makes efforts to manage workforce diversity through activities such as determining qualifications and selection in the aspects of human resource selection and placement (procurement) based on the value of diversity as an organizational culture at the Wadah Foundation and through recreational activities as employee gathering activities (gathering) which are included in the aspect of employee maintenance with the aim of increasing employee inclusion. Based on the findings and analysis of the research, efforts to manage workforce diversity undertaken by the Human Resources & General Affairs Department face various challenges, such as age differences resulting in challenges in terms of differing mindsets, ways of working, and lack of open communication. Other challenges include communication barriers and work obstacles for employees with educational backgrounds that do not align with their jobs. On the other hand, there are also benefits to several diversity characteristics, namely ethnicity, religion, and position within the organization in enhancing insights, capabilities, and effective communication among employees."

"The most diligent compliance with laws and regulations can't foster true work place diversity. The best organizations have become genuine cross-cultural communities that believe equally in reconciling differences and valuing them. To that end, The Diversity Code promotes understanding by answering many of the toughest questions that professionals and their employers are often afraid to ask, including: How do you define diversity - what it is and isn't? Am I "safe" simply following the law? Can't we just acknowledge that we are the same and different then get on with our work? How do I handle diversity problems on my staff or worse, with people who outrank me? What do I do if I'm accused of something? How do I institute change without ticking people off? Each chapter begins with a challenging question, which the author answers based on years of experience as a diversity expert and attorney, and concludes with a realworld scenario and a chance for readers to test themselves on their knowl edge."

"Note: DIVERSITY IN ORGANIZATIONS is a comprehensive research-based text that will guide you through both the basics and details of the field. In-depth explorations of topics ranging from why diversity is important to how to become a diversity friendly employer provide practical information. You will also learn how to become a diversity-friendly employer, include workers often devalued, and how both dominant and non-dominant group members can work to effect change"

"Tesis ini membahas mengenai pengelolaan tenaga kerja penyandang disabilitas (Diversity Management) di PT. Trans Retail Indonesia. Dengan pendekatan kualitatif, pengumpulan data melalui studi literatur, wawancara dan observasi. Hasil penelitian ini menggambarkan pemahaman perusahaan mengenai tenaga kerja penyandang disabilitas, pelaksanaan pengadaan tenaga kerja, pengembangan, pemberian balas jasa dan pemeliharaan tenaga kerja. Faktor pendukung yang ditemukan yaitu kerjasama stakesholders, dukungan rekan kerja, pendampingan serta konseling kerja. Sedangkan faktor penghambatnya yaitu komunikasi, ketersediaan cabang, tenaga profesional dan produktivitas kerja karyawan penyandang disabilitas. Meskipun demikian, perusahaan dianggap telah memiliki modal yang cukup untuk menuju workplace inclusion yang terstruktur di kemudian hari.

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The focus of this study is the managing worker with disabilities as efforts to achieve workplace inclusion in PT. Trans Retail Indonesia. This research used a qualitative approach. While collecting data using literary studies, observation and in-depth interview. The result shows the knowledge level of company on worker with disabilities, the selection of employs, development of employs, the compensation and the maintain of employs. Several key factors such as stakesholders, associate support, mentoring and counseling. At the same time, the obstacles are profesional worker, communication, and productivity of disabled employs which lead to an attempt of firing. In spite of that, company has been known to have what it takes to develop organized workplace inclusion in the future."

"The volume is divided into two parts. Contributions in the first section raise questions about the meanings of age and age diversity, as well as how and when age matters in organisations. The second part of the book examines the role and contribution of HR practices in forging an age-inclusive workplace."

"Penelitian ini bertujuan untuk memahami pengaruh manajemen keberagaman terhadap Organizational Citizenship Behavior (OCB) dengan mempertimbangkan juga pengaruh mediasi inklusi organisasi, komitmen afektif, dan keterikatan pekerjaan. Data untuk penelitian kuantitatif ini dikumpulkan dengan menggunakan kuesioner dari 263 pegawai perusahaan FMCG di wilayah Indonesia yang memiliki masa kerja minimal setahun. Pengolahan data yang dilakukan dengan metode Structural Equation Modelling menunjukkan bahwa manajemen keberagaman tidak memiliki pengaruh langsung terhadap OCB. Hubungan kausalitas manajemen keberagaman terhadap OCB dimediasi penuh oleh inklusi organisasi dan keterikatan pekerjaan. Sementara itu, komitmen afektif tidak terbukti menjadi mediator dalam hubungan pengaruh manajemen keberagaman terhadap OCB. Penelitian ini menunjukkan pentingnya implementasi manajemen keberagaman di dalam perusahaan sekaligus mengungkapkan tindakan untuk meningkatkan OCB pegawai.

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This study aims to understand the effect of diversity management on Organizational Citizenship Behavior (OCB), taking into account the mediating role of organizational inclusion, affective commitment, and work engagement. The data for this quantitative study were collected using questionnaire from 263 employees who have worked for at least one year in FMCG company operating in Indonesia. The data analyzed in Structural Equation Modelling showed that diversity management had no direct effect on OCB. The result also indicated that the causal relationship between diversity management and OCB was fully mediated by organizational inclusion and work engagement. However, affective commitment was not proven to be a mediator in the causal relationship of diversity management on OCB. This study reveals the importance of diversity management implementation within a company as well as courses of action to boost OCB of the employees."

"International Perspectives on Equality, Diversity and Inclusion examines the complex nature of equality, diversity and inclusion in the world of work through interdisciplinary, comparative and critical perspectives. Authors are encouraged to provide cross-national and multi-dimensional insights through comparative analysis and to bring insights from across the disciplines of social sciences and humanities. The series elicits critical scholarship through its focus on structures of inequality in relations of power in exploring issues of EDI at work."

"Penelitian ini bertujuan untuk mengetahui apakah persepsi terhadap diversity management dan retaining diversity berpengaruh terhadap organizational citizenship behavior toward the organization dan organizational citizenship behavior toward individual pada karyawan PT GoTo Gojek Tokopedia Tbk. Dalam hubungan tersebut juga diuji efek dari workplace happiness sebagai mediator. Data penelitian diperoleh melalui kuesioner dengan total sebanyak 195 responden. Model yang digunakan dalam penelitian ini dianalisis menggunakan Structural Equation Modeling (SEM) dengan menggunakan software LISREL versi 8.80 untuk mengetahui hubungan dari variabel yang diuji. Hasil penelitian ini membuktikan bahwa perceptions of diversity management tidak memiliki pengaruh terhadap organizational citizenship behavior toward the organization dan organizational citizenship behavior toward individual, sedangkan perceptions of retaining diversity memiliki pengaruh langsung yang positif dan signifikan hanya terhadap organizational citizenship behavior toward individual. Perceptions of diversity management juga tidak berpengaruh terhadap workplace happiness, akan tetapi perceptions of retaining diversity memiliki pengaruh langsung yang positif dan signifikan terhadap workplace happiness. Selain itu, penelitian ini juga menunjukkan bahwa workplace happiness hanya memediasi hubungan antara perceptions of diversity management dan organizational citizenship behavior, baik toward the organization maupun toward individual.

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This study aims to determine whether perceptions of diversity management and retaining diversity affect organizational citizenship behavior toward the organization and organizational citizenship behavior toward individuals at PT GoTo Gojek Tokopedia Tbk employees. In this connection, the effect of workplace happiness as a mediator is also tested. The research data was obtained through a questionnaire with a total of 195 respondents. The model used in this study was analyzed using Structural Equation Modeling (SEM) using LISREL software version 8.80 to determine the relationship of the variables tested. The results of this study prove that perceptions of diversity management have no effect on organizational citizenship behavior toward the organization and organizational citizenship behavior toward individuals, while perceptions of retaining diversity have a direct positive and significant effect only on organizational citizenship behavior toward individuals. Perceptions of diversity management also have no effect on workplace happiness, but perceptions of retaining diversity have a direct, positive and significant effect on workplace happiness. In addition, this study also shows that workplace happiness only mediates the relationship between perceptions of diversity management and organizational citizenship behavior, both toward the organization and toward the individual."

"In this issue, you will learn about how the four generations differ in the ways they prefer to be managed, and you will take away some practical tips for enhancing the success of your team by tailoring your management approach to the needs of different age groups. You will learn management preferences of the four generations in the workplace; tips and techniques for motivating members of each generation; and strategies for integrating multiple generations into a productive team."