Human Resource Diversity Research Articles

Is the impact of incubator’s ability on incubation performance contingent on technologies and life cycle stages of startups?: evidence from Japan

Supporting entrepreneurship has become an important policy target in Japan since 1990s and many incubators have been established as a part of regional innovation policy. Incubation strategy conducive to the improvement in incubation performance can be contingent on external factors, which makes it necessary to incorporate moderators, such as technology and growth phase, into the evaluation of incubators. This study examines how incubator’s ability affects incubation performance under different environments. Estimation results of a technology transfer function reveal that human resources (diversity of incubation managers’ professional experiences), physical resources (geographical proximity to universities), and organizational resources (alliance with universities) have different impacts on the creation and growth of startups according to technological fields (e.g., electronics and biotechnology) and life cycle stages (i.e., the nascent and early growth stage) of startups. Furthermore, the impact of selection strategy on incubation performance also varies according to technological fields and life cycle stages of startups. Policy implications of the key findings are discussed.

Blueprint for Sustainable Change in Diversity Management and Cultural Competence: Lessons From the National Center for Healthcare Leadership Diversity Demonstration Project.

How can healthcare leaders build a sustainable infrastructure to leverage workforce diversity and deliver culturally and linguistically appropriate care to patients? To answer that question, two health systems participated in the National Center for Healthcare Leadership's diversity leadership demonstration project, November 2008 to December 2013. Each system provided one intervention hospital and one control hospital.The control hospital in each system participated in pre- and postassessments but received no preassessment feedback and no intervention support. Each intervention hospital's C-suite leadership and demonstration project manager worked with a diversity coach provided by the National Center for Healthcare Leadership to design and implement an action plan to improve diversity and cultural competence practices and build a sustainable infrastructure. Plans explored areas of strength and areas for improvement that were identified through preintervention assessments. The assessments focused on five competencies of strategic diversity management and culturally and linguistically appropriate care: diversity leadership, strategic human resource management, organizational climate, diversity climate, and patient cultural competence.This article describes each intervention hospital's success in action plan implementation and reports results of postintervention interviews with leadership to provide a blueprint for sustainable change.

The Reality of Applying Human Resources Diversity Management and Its Impact on Workers’ (Performance, Cooperation, Commitment and Loyalty): A Field Study on the Jordanian Food Industry Companies

Globalization, political instability, poverty, forced immigration and many other factors created a state of diversity in the composition of the world population, and accordingly diversity transferred into organizations, causing a big and unavoidable challenge to business organizations. Diverse human resources can be a source of success if they are well managed strategically, and could be the opposite if they were ignored, and don’t have the needed inclusiveness.This study aimed first to find out the degree to which the Jordanian food industry companies are engaged in Human Resources Diversity Management (DM) in terms of (equity and justice in applying human resources strategies), empowerment and religious freedom. And second to examine the influence of (DM) strategies on workers (performance, cooperation, commitment and loyalty), 150 of non-Jordanian workers at 5 companies operating at King Abdulla the second industrial city were surveyed, depending on the workers responses it was found that the 5 companies do engage in (DM) strategies, except for staffing which is restricted by the Jordanian Labor Law, the results of multiple regression showed that all DM strategies have an influence on workers performance.Empowerment has only an influence on workers cooperation, and religious freedom affects workers commitment and loyalty.The researcher recommended that more involvement in organizational activities, equity, justice and good treatment, will enhance workers cooperation, commitment and loyalty.

Board gender diversity and CSR in Lebanese banks: Rhetoric or action?

This paper studies the lack of gender diversity at the board level in Lebanese banks following Corporate Social Responsibility (CSR) principles. It also addresses women’s reactions and behaviours towards this issue. The employed methodology is multi-modal and uses both quantitative and qualitative tools. The data was collected via survey and semi-structured interviews from 42 managers in 21 banks, which according to their websites, follow the CSR principles. The quantitative data revealed the relevant trends, while the qualitative data provided comprehensive explanations and in-depth understanding of the related issues. The findings of this paper shed light on the personal disappointment women interviewees felt about their lack of progress as well as their inability to assume a place on the board. They also address the contribution of the four main causes of board-level gender discrimination in Lebanese banks, namely the limitations imposed by the patriarchal culture, CEO succession planning, Human Resource (HR) diversity management practices, as well as those due to women themselves. They found that women react to these challenges by relying on their emotional intelligence. However, they tend to overestimate themselves for self-protection in the male dominated financial world. This study is not without its limitations, but it recommends further research concerning related policies and strategies of the administrative boards, legislating entities, and controlling entities, such as the Central Bank of Lebanon (Banque du Liban, BDL), in order to explicitly explore strategies that affect gender discrimination. This study creates value for banks that are genuinely interested in implementing CSR in order to benefit their corporate governance (CG) practices as well as the society at large.

Industrial symbiosis in the Taranto industrial district: current level, constraints and potential new synergies

The environmental crisis affecting the Taranto provincial industrial district in Italy, centred around the Ilva steelworks, has made its existence within the surrounding contexts unsustainable. The application of industrial symbiosis principles in this district can certainly represent a purposeful means for a move towards a more sustainable industrial system. This work presents the results of a research project, funded by the Caripuglia Foundation, for a study of industrial symbiosis in the Taranto industrial district. The study of the district, which is characterized by the presence of heavy industries such as steelworks, oil refinery, cement industry and power stations with an energy consumption of 182.4 PJ/year, identified the industrial sectors and firms that could be involved in symbiotic activities and the spontaneous existing synergic interactions taking place among the largest firms of the district. The study has also quantified and illustrated the useful recycling, within various industrial sectors, of inefficiently used and disposed waste energy (44.6 PJ/year of heat) and material waste and by-products (3.28 Mt/year). Among the latter are steelworks slag, mill scale, spent refractories and coal fly ash. However, the study has revealed that, despite the presence of multiple anchor tenants on the territory, the industrial symbiosis is still implemented at a basic level. There are different constraints on the full development of the industrial symbiosis in the industrial district of Taranto. Among these, the focus of the entrepreneurs on their core business was the main one, while additional uses of the current waste are seen as a diversion of human resources and capital.

EFFECT OF DIVERSITY ON HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE

This paper critically reviews the literature on managing diversity through human resource management (HRM). We discuss the major issues and objectives of managing diversity and examine the state of human resource diversity management practices in organizations. Human resource management (HRM) Organizational performance Age diversity Professional tenure diversity Expertise diversity Fashion styling industry Extant research on strategic human resource management (HRM) primarily focuses on manufacturing and large scale service organizations. However, given the significant economic contribution of, and the employment opportunities provided by, Taiwan's fashion styling industry, the effectiveness of the organizations in this industry is a topic worth examining. By employing a resource-based view and taking an information/decision-making perspective, this study investigates (1) the relationship between a firm's HRM system and its performance and (2) the interaction effect of age diversity, professional tenure diversity, and expertise diversity in the fashion styling industry. The study collects data from both managers and front-end professional service employees in the fashion styling industry and uses multiple regression analysis to test the proposed hypotheses. The paper also discusses implications for theory and practice.

Human Resource Diversity Management in Selected Czech Agricultural Companies

The aim of this paper is to evaluate human resource Diversity Management in agricultural companies in the Czech Republic and to prepare a set of recommendations for the companies in this area. The primary data for the study was obtained by the use of questionnaires designed for quantitative analysis (n = 549, n agriculture = 108). The results indicate that the use of Diversity Management on Czech companies is relatively low (36.1%; n a = 108). But in view of the employment situation in the agricultural sector, as well as the characteristics of the workforce engaged in agriculture, it would appear that Diversity Management will become an important feature of company management in the not so distant future. This contribution is a follow-up to the project of University – wide internal grant agency (CIGA), number 20141002 - Human resource branding using of the new strategic trends in organizations in the Czech Republic.

Human Resource Diversity Management in Selected Czech Agricultural Companies

The aim of this paper is to evaluate human resource Diversity Management in agricultural companies in the Czech Republic and to prepare a set of recommendations for the companies in this area. The primary data for the study was obtained by the use of questionnaires designed for quantitative analysis (n = 549, n agriculture = 108). The results indicate that the use of Diversity Management on Czech companies is relatively low (36.1%; n a = 108). But in view of the employment situation in the agricultural sector, as well as the characteristics of the workforce engaged in agriculture, it would appear that Diversity Management will become an important feature of company management in the not so distant future. This contribution is a follow-up to the project of University – wide internal grant agency (CIGA), number 20141002 - Human resource branding using of the new strategic trends in organizations in the Czech Republic.

HUMAN RESOURCE DIVERSITY MANAGEMENT CAPABILITY AND FIRM SURVIVAL: A PROPOSED CONCEPTUAL MODEL

ABSTRACT Human resource diversity management has become an important issue for businesses in the twenty-first century in the modern organization, but it has received attention in research and guidance on human resource dynamics and outcomes in organizational studies in recent years. This paper’s purpose is to present the relationships among five dimensions of human resource diversity management capability (knowledge sharing orientation, practice integration focus, functional linkage concentration, teamwork performance evaluation, and group talent identification), organizational commitment effectiveness, organizational citizenship behavior, organizational loyalty efficiency, organizational creation outstanding, organizational innovation success, firm survival, and the moderating effect of expansion needs. The resource-based view of the firm is the theory applied to explain the relationship in the present model. These include contributions, both in theory and managerial. Keywords Human Resource Diversity Management Capability, Knowledge Sharing Orientation, Practice Integration Focus, Functional Linkage Concentration, Teamwork Performance Evaluation, Group Talent Identification, Organizational Commitment Effectiveness, Organizational Citizenship Behavior, Organizational Loyalty Efficiency, Organizational Creation Outstanding, Organizational Innovation Success, Firm Survival, Expansion Needs

The management of diversity and inclusion in an emerging tech environment

Claims advanced by the business case and resource-based perspectives suggest that extensive human resource diversity offers the scope to enhance organizational performance. However, relatively little is known about the management of diversity and inclusion outside firms in developed economies and so it is unclear whether these claims hold up for firms operating in an emerging business environment. This paper examines the diversity challenges faced by a set of tech firms in India. The findings cast light on tensions between policy, practice and behavior that undermine the potential benefits espoused by the business- and resource-based perspectives as well as the successful integration of business and HR strategy.

A multilevel analysis of the effects of HR diversity management on employee knowledge sharing: the case of Chinese employees

This study explored the effects of human resource diversity management on employee knowledge sharing and the mediating and moderating variables underlying this link, among Chinese employees. Multilevel analyses of the data from 716 respondents in 37 firms revealed that organizational-level HR diversity management practices explained significant variance in employee knowledge sharing. The relationship between HR diversity management and knowledge sharing was fully mediated by employee trust in the organization. Moreover, cooperative norms moderated the second stage of the mediation, which is the relationship between trust in the organization and knowledge sharing. The findings of this research provide important insights into the relationship between HR diversity management and employee work outcomes.

Human Resource Diversity and Performance within the Frame of Organizations, Teams and Individuals

The following paper provides a survey based on studies of relationships between Human Resource diversity and performance at different organisational levels. The importance of diversity in companies and society is becoming more and more important, therefore there is a need to identify circumstances and types of diversity, projects and teams, in which diversity can make an impact on company´s and working group success. The first part of the article is focused on the concept of diversity and Diversity Management in HR practices from the scientific and practical view. The second part is dedicated to the topic of performance and presents certain possibilities and indicators for performance measurement. The main report about the link between different types of diversity and performance at the organisational level, team level and the level of individuals will be produced in the third part. The findings from the studies show that diversity brings benefits and increases the performance in specific cases and under the certain circumstances. Moreover there is evidence that the positive effect of diversities is influenced or even caused by the presence of other factors.

Human resource diversity management practices in the Australian manufacturing sector

We examined employee perceptions of the benefits and challenges of workforce diversity and human resource (HR) diversity management practices adopted in the Australian manufacturing sector. We found that overt discrimination does not exist in the Australian manufacturing sector. However, Australian employers appear to adopt a ‘legalistic compliance approach’ and have not considered workforce diversity as a source of competitive advantage. Employers have not adopted effective HR diversity management practices. The Australian manufacturing sector has failed to value diversity or capitalize on the benefits of workforce diversity. Inadequate recognition of overseas skills, ineffective communication, increased training costs and social isolation were perceived as the main challenges, whereas a stronger work ethic among multicultural employees, greater opportunities to learn from other cultures, lower absenteeism and less labor turnover were regarded as major benefits of workforce diversity. Overall, we found migrant workers are disadvantaged in the Australian workplace.

Human Resource Diversity Management Practices and Organizational Citizenship Behavior: A Conceptual Model

The purpose of this concept study is to unravel the relationship between Human Resource Diversity Management (HRDM) practices and Organizational Citizenship Behavior (OCBI and OCBO). This study also attempts to identify and classify available HRDM factors found to have significant relationship with OCB and identify HRDM factors that have not been explored in the OCB research, but have potentials in predicting employees OCB. This new classification is important in presenting a better insight into how HRDM practices relate to employees OCB as well as identifying research gaps regarding HRDM practices and OCB relationships.

Human resource diversity in the United Arab Emirates: empirical study

PurposeThe United Arab Emirates (UAE) is one of the few countries where nationals make up less than 20 percent of the total population and less than 2 percent of the workforce. Hence organizations in the public and private sectors are highly diverse in terms of their employees' nationality, language, religion, race, and gender. The purpose of this paper is to examine how employees perceive human resource diversity and what they consider successful diversity to be.Design/methodology/approachThe main research instrument is a questionnaire which measures diversity in human resources. Exploratory factor analysis, multiple regression, and descriptive statistics were used in order to analyze 795 survey responses.FindingsThe findings reveal that perception of human resource diversity in the UAE vary by employees' gender, educational level, nationality, professional experience, job level, previous experience in diverse workplace, and second language competency. Analysis of employees' responses helped to construct a four‐factor model, which can be utilized to improve diversity practices in organizations.Research limitations/implicationsAlthough the literature on the UAE is limited, the study proposes four factors needed to achieve perceived successful diversity practices: legal, personnel, bureaucratic, and political factors. Researchers are encouraged to use comparative approaches to test the proposed model.Originality/valueThe study offers important insights for researchers and practitioners of human resource management in the UAE.

The Teacher's Personality within the Differentiated Pedagogy

The complete value of each individual personal resources is the aim of each well-organized education. Pedagogy of success is based on the need to respect everyone's needs, interests and individual availability, of everyone's rhythms and resources ensuring thus everyone's success. The present paper promotes elements of a didactic strategy adequate to the educational needs specific to different categories of students, a way to accept the differences and to cope with the diversity of human resources.

An investigation of the role of human resource diversity management on organisational citizenship behaviour from organisational justice and commitment point of view in automotive industry in Iran

The purpose of this paper is to examine whether organisational justice perception and organisational commitment moderates the relationship between diversity management and organisational citizenship behaviour. Findings showed that when effective diversity management practices exist in the areas of compensation, recruitment and selection, employees are likely to engage in more organisational citizenship behaviours. The positive relationship between HRDM practices and organisational justice perception were confirmed. When a company effectively utilised diversity management practices, employees may perceive that decision processes are implemented on non-prejudicial factors, and accordingly, their sense of organisational justice will be enhanced. The positive effects on organisational commitment will be mediated by employee’s perception of organisational justice. The study has significant implications for managers and businesses, whom constantly striving to improve organisational performance through changing ...

Strategic Diversity Management Initiatives: A Descriptive Study

The study presents a brief literature on diversity management, affirmative action, and equal employment opportunity concepts perspectives, and explores how diversity management takes place in the hotel industry via websites of the biggest hotel groups in Turkey. Recent strategic human resources strategies have reoriented from addressing the average employee stereotype to the employee with diversified skills, backgrounds, cultural competencies and the effects of globalization identities, organization are confronted with the challenge of recognizing and managing diversity. In the study, diversity related human resource management statements and diversity management statements within the given literature are taken into account and interpreted. Data suggests that regarding preceding studies, the biggest hotels groups in Turkey generally do not communicate with the internal and external shareholders about diversity-related issues. Out of 15 entities, only one organization with domestic-based capital has mentioned statements and all the foreign capital organizations have in their websites, but not in Turkish.

HUMAN RESOURCE DIVERSITY AND ORGANIZATIONAL OUTCOMES: MANAGING DIFFERENCES OR ORGANIZATONAL CULTURE

The study is an attempt at developing an approach for studying the effects of human resource diversity (HRD) on organization outcomes (OOs) approaching it from the perspective of organization culture typology. Literature reviewed revealed that recent studies on the relationships between HRD and OOs produced either inconclusive or conflicting results. Both negative and positive outcomes have been associated with organization that is highly diverse. The discrepancies could have originated from lack of models or theory to guide the studies. The paper construct a model by which organization culture typology can be correlated with organization outcomes specifics in organizations that have more and more diverse human resources.

Effects of HR Diversity Management on Employee Knowledge Sharing: Mediating Role of Trust

Human resource (HR) diversity management focuses on equality and values employee diversity. Effective HR diversity management is seen as a key to business success. In this study, we developed and t...