Diversity is an issue that is pervasive in this globalized world. As most countries are eager to ensure they are as diverse and inclusive as possible, broadening the hemispheres of diversity in the workplace is a crucial step. Consciously or unconsciously, individuals tend to change the way they treat coworkers in the workplace based on gender, age, and religion. In order for businesses across the globe to achieve inclusive workplace cultures, further study is required on the best practices, challenges, and strategies of implementing diversity into policy.

Global Perspectives on Maintaining Gender, Age, and Religious Diversity in the Workplace captures insights into global perspectives on issues, challenges, and solutions for mitigating gender, age, and religious diversity-related matters in the workplace. The book aims to highlight policies and practices prevalent in a variety of sectors in different countries around the globe. Covering topics such as cross-cultural leadership, diversity policy, and wellbeing, this reference work is crucial for business owners, managers, human resources professionals, researchers, scholars, academicians, practitioners, instructors, and students.

The many academic areas covered in this publication include, but are not limited to:

• Cross-Cultural Leadership
• Cross-Cultural Leadership
• Diversity Policy
• Gender
• Generations
• Hybrid Workplace
• Inclusion
• Senior Workers

In the 70s, Coser (1974) defined the Greedy Institutions as those institutions who asked their members for an “exclusive and undivided loyalty”. These institutions assumed that the “ideal worker” was the one who devoted long hours to their jobs with no family interference (Williams 2000). In some sense, this image of “ideal worker” still exists, but empirical evidence seems to suggest that far from being positive for the organizations, having old “ideal workers” may have a negative impact on the twenty-first century organizations (Reid 2015; Rudman and Mescher 2013; Stone and Hernandez 2013; Williams et al. 2013). Moreover, recent technological, social and demographic changes have reshaped the way people work and the way families organize themselves (Jacobs and Gerson 2001; Presser 2003). In a situation like that, where more employees ask for a real work-family balance/integration, it is timely and relevant to examine the “new ideal worker”, and to understand how companies adapt to this new situation. Can we define a (new) ideal worker? If yes, are there cultural differences? Do companies offer new programs and policies for the (new) ideal worker? What role does technology play? The first goal of this edited volume is to answer these intriguing questions regarding the new ideal worker.

Technology is changing the way we balance work and family. In an age in which information technology has brought the promise of autonomy and control by allowing asynchronous communications; in which work systems have enabled people to work from various times and in various locations; in which work and non-work boundaries have as a result been blurred; the work and family interface needs to be reconsidered. In line with this, the main goal of the this book, as well as of the VIth International Conference of Work and Family (July 1-2, 2015), is to understand the impact of technology on work-family dynamics, to address a wide range of current problems related to work-family balance, and contribute solutions to those problems. Among other important topics, the different chapters discuss questions such as how global workers cope with work-family issues, and how information technology impacts on work-family dynamics.

Parents around the globe are facing the common challenges of balancing family and work. And the need has never been more urgent for organizations to recognize how having a family impacts an employee's creativity, productivity and performance. Here is a useful guide to help leaders implement country-sensitive work-family policies and create family-responsible environments in which employees can carry out their work and still be fully engaged with their families. In nine chapters, ""Balancing Work and Family"" reviews and addresses the unique cultural, social, political and economic climates in the United States, Latin America, North America, Europe, Asia and Africa. It provides practical recommendations based on solid international research. It presents theory as well as vivid accounts of employee experiences from different geographical regions and cultural backgrounds. It shares examples and business cases illustrating best practices from companies in these regions. The book's perspective is truly global, with chapters written by international authors. It brings together a diverse team including an academic expert who has conducted rigorous studies on work family conflict, a lawyer who addresses the legal environment in some countries and a practitioner with hands-on experience with real employers and employees. Each chapter presents an overview of the factors in a specific region impacting work-family integration, the main challenges to individuals and organizations, solutions companies have implemented and many examples of the processes companies use to foster family-responsible cultures. The authors make a strong case that it is the job organizational leaders - not HR professionals - to direct change in this important area. With this book, you have a roadmap to creating more effective organizations, societies, economies and - most importantly - stronger families.