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dc.contributor.authorThomas, Dylan
dc.date.accessioned2021-03-17T12:25:00Z
dc.date.available2021-03-17T12:25:00Z
dc.date.issued2021
dc.identifier.urihttps://scholars.smwc.edu/handle/20.500.12770/254
dc.description.abstractWhile evidence suggests that employee resource groups can play a vital role in organizational health, their facilitation is not often subject matter found in textbooks on the subject of human resources and few current articles seek to link their governance to theories that might undergird their success. This work seeks to provide a basic theoretical framework for facilitating employee resource groups that add value to the lives of their members and the organizations in which they arise. This is understood through examining theories, support for, and criticism of employee resource groups found in current works on the subject. Practically, this goal is achieved through synthesizing definitions of employee resource groups, cultural competency, and key performance indicators to create a principal mission statement that facilitators can use to assess the health of an employee resource group and its initiatives. This principal mission statement is also utilized to understand some of the common problems such groups encounters and to help envision healthy responses to those difficulties. Finally, a four-phase plan is provided which asks facilitators to envision the pervasive goals built into each stage of an employee resource group’s lifecycle.en_US
dc.language.isoen_USen_US
dc.subjectHuman capitalen_US
dc.subjectPersonnel managementen_US
dc.subjectAssociations, institutions, etc.--Managementen_US
dc.subjectEmployee affinity groupsen_US
dc.titleEmpowering Workforces through Employee Resource Groups: A Theoretical and Practical Frameworken_US
dc.typeProjecten_US
dc.type.degreenameMaster of Leadership Developmenten_US


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