The strategic significance of workforce diversity in museums

International Journal of Heritage Studies

Volumn 6, Issue 3, 2000, Pages 213-230

  Sandell, Richard ^a  

^a NONE

Author keywords

Diversity Management; Human Resources; Museums; Positive Action; Social Inclusion; United Kingdom; Workforce

Indexed keywords

EID: 42049095861     PISSN: 13527258     EISSN: 14703610     Source Type: Journal    
DOI: 10.1080/13527250050148205     Document Type: Article

References (9)

1. W.A. Burns, Your future in museums, New York: Richards Rosen Press, 1967, p. 129.
2. See, for example, J.R. Glaser & N.J. Fuller, 'Growing our own: a model training program for diversifying the labor force', in Museum training and cultural diversity, International Committee for the Training of Personnel, ICOM 18th General Conference and 19th General Assembly, 1998, p. 51.
3. M. Whitehead. 'Ethnic minority graduates lured by equality policies', People Management, 29 July 1999, p. 17.
4. BMRB International, Cultural diversity: attitudes of ethnic minority populations towards museums and galleries, BMRB International, 1998, pp. 21, 53.
5. R.M. Kanter, 1977, cited in J.A. Gilbert, B.A. Stead & J.M. Ivancevich, 'Diversity management: a new organizational paradigm', Journal of Business Ethics, No. 21, 1999, p. 71.
6. R. Kandola & J. Fullerton, Managing the mosaic: diversity in action, London: Institute of Personnel Development, 1994, p. 129.
7. o of positive action?: ethnic minority representation in Britain after the 1992 General Election', Party Politics, Vol. 1, No. 2, 1995, p. 280.
8. R. Friedman, 'Museum people. The special problems of personnel management in museums and historical agencies', in K. Moore (ed.) Museum management, London: Routledge, 1994.
9. E. Ginzberg, Foreword in S.E. Jackson and Associates, Diversity in the workplace: human resources initiatives, New York: Guildford Press, 1992, p. xiv.