Goal: The management of the Brazilian Judiciary has been undergoing transformations with the digitalization and certification of its work processes, aimed at improving the quality of its services, including accessibility, relevance and transparency of information, simplicity of formalities and speed. In this context, ergonomic issues that arise are highlighted. Design / Methodology / Approach: This research opts for a case study based on the ergonomic work analysis (EWA) of an Organizational Unit (OU) of the Brazilian Judiciary. The focus of the study is on the challenges to the adaptive capacity of employees and managers, with an emphasis on the impact of the new management of the Brazilian judiciary. Results: The research identifies risks to workers' health and productivity due to the intensification of the workload and the breakdown of the boundaries between work and non-work time. In order to mitigate these risks, ergonomic interventions were proposed, concluding with the role of ergonomics as an auxiliary tool for the humanized management of the Brazilian Judiciary. Limitations of the investigation: The application of EWA in a judicial unit involves the subjectivity of the researcher in drawing up the instrument and the peculiarity of the profile of the sample used. Practical implications: These are related to advances in the identification of knowledge regarding the contribution of ergonomics to improving productivity and quality and guaranteeing the health and safety of judicial workers. Originality / Value: Among results of this research, the importance of issues concerning the areas of workers' health and safety stands out, contributing to the Organization's strategic plan in fulfilling its institutional and social functions.

Objective: This study aims to conceptualize Organizational Diversity Façade (DF), and its main dimensions through an integrative theoretical framework. Methodology/Approach: to conceptualize DF a Systematic Literature Review (SLR) method was used to analyze the international scientific production on WOS, and SCOPUS databases, between 2011, and 2022, with 52 articles related to false organizational discourses about Diversity, Equity, and Inclusion (DEI). Results: DF (provided by Tokenism) is composed of: 1) internal policies, and processes proforma that would favor the DEI) the so-called Administrative or Internal DF; 2) the conveyance of the DEI in the external communication efforts without ballast, the so-called Communicational or External DF, composed by: 1) Marketing DF when it stimulates the consumption of goods, 2) Institutional DF when it builds or maintains a positive organizational appearance. Theoretical/methodological contributions: a clear, and up-to-date panorama, a common nomenclature, and theoretical framework about DF that contributes to the appropriation, and consolidation of the research field, and allows guiding communication, and marketing performance to align its communicational efforts in favor of DEI in a coherent, responsible, more effective way, avoiding financial loss, negative media coverage, stakeholder skepticism, and escalating tensions among minority groups. Relevance/Originality: The theoretical approach combining Façade Theory, and Tokenism contributed to an interdisciplinary theoretical framework that integrates organizational communication phenomena that are distinct and have different nomenclatures but are equally interconnected in the construction of the DF.