Relative deprivation, self-interest and social justice: why I do research on in-equality

Purpose: The purpose of this paper is to offer an insight into why men do research on in-equality. Design/methodology/approach: The author utilizes autoethnography, as a form of self-reflection, to help make sense of the own experiences and to connect it with the broader world. It is a narrative based on personal experiences which connects the author's biography with his research endeavours. It also enables to engage in self-analysis and self-awareness of the motives for conducting research on in-equality. Findings: In this narrative, the author shares his journey as an equality scholar, and how his multiple identities as a visible minority, an immigrant to Canada, and a gay person shapes my worldview, attitudes, and beliefs, which in turn influences his own work on equality and diversity. The narrative is based on the intersection of multiple identities, and not just solely based on the author's gender. The attribute feeling deprived on behalf of others, rational self-interest, and social justice as the chief reasons for engaging in in-equality research. Research limitations/implications: Autoethnography is inherently subjective, based upon the author's own biases and interpretation of events, but the subjectivity can also be an opportunity for intentional self-awareness and reflexivity. Given the multiple identities that the author holds, some of the experiences recounted here may be unique to the author, and some may be shared with others. Thus, it is not the author's intention to represent, in general, why men do in-equality research. Originality/value: This autoethnography has allowed the author the opportunity to be self-aware of the complexity of the multiple identities. This self-awareness also allows the author to be more respectful, authentic, and inclusive of others. The author hopes that these reflections will resonate with some of you, and perhaps inspire one to engage in similar work, for reasons that are unique to one and all

Keeping up! Older workers' adaptation in the workplace after age 55*

How do older workers keep up and adapt to a changing workplace after age 55? In exploring that question, this study specifically examined how age-related changes affect workers, how older workers deal with a loss of resources, how they engage in life management, and why some are more successful than others. An in-depth analysis was undertaken using 32 semi-structured interviews conducted with workers aged 55 to 64. Findings revealed that older workers use various strategies to adapt to a change in resources, and that these strategies help them cope and maintain their functioning in the workplace. Because older workers require different types of employer support, this study offers an understanding of how employers can provide that support to encourage older workers to remain in the workforce longer. Several avenues for future research are suggested, including an exploration of the role played by internal sources of support

Millennials: who are they, how are they different, and why should we care?

Since the publication of Howe and Strauss’s (2000) Millennials Rising, interest in the millennial generation has become widespread, particularly among marketers and employers (Foot, 2001; Hoover, 2009). Companies are eager to tap into a new market that is composed of younger consumers (Nowak et al., 2006), while employers are keen to attract and retain the next generation of workers as the Baby Boomers exit the workforce in large numbers (Burke and Ng, 2006; Perry and Buckwalter, 2010). In the U.S., there are roughly 74.3 million Millennials, representing 23.6 percent of the population (U.S. Census Bureau, 2013). Likewise in Canada, there are 9.1 million Millennials, making up 27 percent of the Canadian population (Statistics Canada, 2011a). Although researchers have used different birth-year boundaries to define the Millennial generation (e.g., 1980–95 in Foot and Stoffman, 1998; 1982–99 in Howe and Strauss, 2000; after 1982 in Twenge, 2010), in reality the exact boundaries defining a generation are much less important than shared historical events and experiences accompanied by social changes (Lyons and Kuron, 2014; Parry and Urwin, 2011). Given the historical events that characterized their lives (e.g., post-Gen X, internet, turn of the century), authors have labeled them Gen Y, Gen Me, Net Gen, Nexus Generation, and Millennial Generation (Advertising Age, 1993; Barnard et al., 1998; Burke and Ng, 2006; Howe and Strauss, 2000; Twenge, 2006). For the purpose of this chapter, we will use the term “Millennial” to keep consistent with the literature

Career choice in Canadian Public Service: an exploration of fit with the Millennial generation

A recent survey of 19,261 university students in Canada revealed the Government of Canada as the employer of choice, among the millennial generation. Drawing on the employer knowledge framework, we explore how the Millennials make career choices, what they find attractive, and how public service may help them achieve their career goals, work values, and work/life choices. Specifically, the Millennials prioritized balancing personal life and career, pursuing further education, and contributing to society as their top career goals. Those who indicated a career choice in public service also rated high ethical standards, social responsibility, and a progressive working environment as ideal employer characteristics. Moreover, the Millennials also consider an inclusive work environment and having diverse colleagues to be important factors when accepting employment. Overall, there appears to be a good fit between the factors the Millennials find important and a career choice in public service. Implications for theory and practice are discussed

The effect of adverse impact in selection practices on organizational diversity: A field study

Based on a sample of 154 organizations across Canada, we examined the influence of the use of different employee selection methods on workplace minority representation rates. Results indicated that usage of cognitive ability and personality testing significantly influences minority representation after controlling for other diversity management practices. In particular, cognitiv