Human Resource Diversity Management Research Articles

Human Resource Management and Diversity Management. Some Emerging Evidence about the Effects on Organizational Performance

Abstract The study aims to analyse the role assumed by diversity in organization and its dynamics consequences for the Human Resource Management. In this regard, a focus on gender diversity and is effect on organizational performance is empirically investigated. The literature on International Human Resource Management has constantly dealt with, both from a theoretical and managerial perspectives, the opportunities for enterprises to gain from the emergent diversity in organization, improving their performance. Based on a sample of 636 Italian firms over the period 2010–2020, the findings show that gender diversity – as critical element of the diversity management – significantly influences the firm performance measured by firm innovation. JEL classification numbers: O30, O32. Keywords: Human Resource Management, Diversity management, Gender diversity, Firm performance, Italy.

Human resource diversity management (HRDM) practices as a coping mechanism for xenophobia at transnational workplace: A case of a multi-billion-dollar economic corridor

China–Pakistan Economic Corridor (CPEC), a multibillion-dollar partnered project is considered as a game-changer, as it combines the strategic interests of China and Pakistan that cannot be comprom...

Employees’ perceptions of diversity management practices as predictors of psychological capital: A South African study

Human resource practitioners have recently been interested, especially within large corporations, in diversity management and psychological capital (commonly known as positive psychology) – making the insights from such studies inadequate and difficult to apply in other contexts such as the small business sector. With no known empirical research on these two areas of interest within small businesses, the purpose of this study was to determine the impact of perceptions of diversity management practices on psychological capital amongst employees in bed and breakfast (BB) establishments. A quantitative design, specifically a cross-sectional case study design, was adopted. Data were collected from a sample of 144 BB employees conveniently selected. The collected data were analysed using both descriptive and inferential statistics. The findings of the study showed that there is a significant and positive relationship between perceived diversity management practices and psychological capital of employees. Specifically, perceived diversity management practices in specific human resource management practices were found to influence the psychological capital of the BBs employees. Given the nature of BB establishments, in terms of attracting diverse customers, the study recommends the need of BB managers to implement appropriate and fair human resource diversity management practices in order to promote the development of psychological capital amongst employees. This study is the first of its kind to contribute to the literature on diversity management practices and psychological capital within BB establishments in a developing context.

Diversity Management During the Internationalization Process for Early Internationalizing Firms

An important body of literature has focused on the antecedents of the internationalization process for early internationalizing firms (EIFs) and few studies unraveled the potential role of human resource diversity. Drawing on diversity management literature and developing its argument with insights of the resource-based view, this study explores the role of human resource diversity management during the EIFs internationalization process. This exploratory qualitative study analyzed the internationalization process of eight French EIFs at different phases of the internationalization process and adopting different diversity management perspectives. Findings show that human resource diversity can become a strategic, ordinary or negative resource depending on the way it is managed. Three perspectives of diversity management and their contrasting effects are therefore discussed. Finally, this study highlights the importance of a transition phase between the entry to the post-entry phase during internationalization process for EIFs, especially when considering human resource diversity.

Developing a Curriculum on Organisation Behavior Training From an African Perspective

The title of this book is: ‘Organisational Behavior from An African perspective.’ Take a close look at the society around you. You would find the existence of several organisations. To mention a few, the business organizations that produce goods or services, hospitals, religious and social institutions like charities, schools, colleges and universities. All these organisations exist to achieve pre-determined objectives. They affect our lives in many ways. Though there are vast differences in their functioning and approaches, they all strive to achieve certain objectives. It must also be noted that organizations cannot achieve the objectives effortlessly. They are achieved through systematic effort. Several activities have to be performed in a cohesive way. In the absence of systematic and cohesive performance of the activities to achieve the objectives, it is no wonder that the resources of organisations would be underutilized. As such, it is the function of the management to facilitate the performance of activities such that the accomplishment of the objectives becomes possible. It is common to hear from managers, CEOs, engineers, and all kind of professionals that organisational behavior (OB) is a key strategic issue and a source of competitive advantages of all organisations. Indeed, issues related to organisational behavior are among the most relevant decisions that managers need to take if they want to answer proactively to the challenges faced by the organisations. Having an MBA can be the answer. However, due to time and money constraints, not always these professionals are able to obtain a MBA. Not only the time and schedule needed to obtain the MBA are not compatible with their professional availability, but also the prices established by the most reputable business schools are not accessible to these professionals. Conscious of this reality, the authors of this book, have developed through this volume, a curriculum of subjects usually presented in an MBA programme, focusing on challenges managers face in their daily activities. The emphasis in this book are subjects related to strategic and operational human resource management, organisational behavior, equal opportunities and diversity management. Based on the core subjects presented in this book, everyone interested will be able to obtain the necessary knowledge that can be applied as a whole to a variety of real-world business situations. We thank all our colleagues who went through the first draft of the book. Dr Emmanuel Innocents Edoun of the Johannesburg University and Tshwane University of Technology in Pretoria, Dr Polycarpe Feussi of the Johannesburg University in South Africa, Dr Lawrence Kok from the Vaal University of Technology in South Africa, and Dr Florence Nisabwe from the Foundation Lance d’Afrique Burundi were valuable assets during the write-up. We thank them all!

On the (ir)relevance of religion for human resource management and diversity management: A German perspective

From the limited empirical knowledge we have, religion is hardly ever implemented as a dimension of diversity management in German firms. As religion is increasingly important in many areas of law, with regard to world conflicts, the integration of refugees, societal tensions and potentially high religious diversity of employees and customers in globally acting firms, this finding triggers questions why or why not religion is applied as a dimension of diversity management in German companies. We thus discuss pros and cons for considering religion as a dimension of diversity management, arguing that on the one side there are many arguments for employers in favour of considering religion as a diversity dimension, especially arguments grounded on legal regulations, discrimination or effects on performance and resilience of employees. However, on the negative side, attributions of conflict and irrationality connected with religion and employers’ difficulties in collecting a sound database may hamper implementation as a diversity dimension. We conclude with a research outlook.

New Migrants in Residential Aged Care: Managing Diversity in Not-for-Profit Organisations

This paper draws on qualitative interviews with migrant Indo-Asian and African personal care workers and registered and enrolled nurses employed by two not-for-profit residential aged care organisations in Australia: AnglicareSA and Resthaven Inc. The paper examines the way these culturally and linguistically diverse staff talk about the safe organisational environment provided by their employers, while in the wider Australian environment, low levels of hostility towards migrants and refugees are a constant cultural force. We demonstrate the impact of these organisations’ foundational ethics and values that influence how human resource diversity management strategies impact on the quality care provided to residents. We argue that this ethic and these human resource strategies act as conduits for culturally and linguistically diverse (CALD) staff to integrate into the workforce and as a mechanism in assisting new migrants to transition into the wider Australian society, while at the same time enriching the care of the older persons.

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.

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

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 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.

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.

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...

Effects of human resource diversity management on organizational citizen behaviour in the Chinese context

In this study we explored the effects of human resource diversity management (HRDM) on organizational citizenship behaviour (OCB). The data for this study were collected from 530 Chinese employees in a range of industries. The results of our study indicate that overall, HRDM is positively related to OCB. We found that compensation diversity management is the strongest predictor of OCB. Recruitment and selection diversity management is also significantly associated with OCB. Our hypotheses regarding the relationship between training and development and performance appraisal diversity management with OCB were not supported. Results of our study indicate that the link between diversity management in specific HRM functions and OCB may depend on the focus of HR diversity management in a particular national context. This focus appears to be guided by salient Chinese specific diversity issues and the characteristics of the Confucian HRM.

The Contingent Employment In the Italian Healthcare Sector - Advantages and Troubles of the Human Resource Diversity Management

The firms use a quantity of variables to face their need of flexibility, as for the human resources, there is a continuous huge resort to new temporary contracts, including both LDC – limited duration contracts and TAWs – temporary agency works, which differ from the long-term and permanent employment model (Barker and Christensen, 1998; Volberda, 1999; Costa, 2001; Bergstrom and Storrie, 2003).In Italy, the contingent employment phenomenon (in particular TAWs) is well expressed in the healthcare sector and it is widely spread among many qualified professionals, first of all the nursing staff.In the healthcare sector, contextually to the flexibility need, the organizations find the necessity to have a good health service quality and to equip themselves with motivated, self-contained, high skilled and high committed workers, who feels a strong identification with the organization. However, those necessities, such as the contingent work spreading and the HR valorization, hardly match together and involve a different approach to the HR management. In fact, the massive use of temporary workers implicate an increasing complexity for the healthcare organizations, that have to deal with several types of workers in the same work groups or in the same professional categories. Moreover, the different contractual status may seriously affect the workers behavior as well as the employment relationships and their performances.In Italy, isolated experiences apart, there are no useful results or well-founded experiences to study that phenomenon and to give evidence to the actuality of it, especially in the healthcare sector. In the light of these assumptions, we assume the main challenge that healthcare organizations are going to face is defining a set of diversified and integrated HR management policies. In other words, HR managers will have to develop and define operational HR choices focused on the valorization of the differences, specifically applying the Diversity Management (DM) and working on the idea that their employees are no more the permanent ones (Lorbiecki and Jack, 2000; Barabino, Jacobs and Maggio, 2000, 2001).This study arises as a working paper issued by early literature analysis and early opinions about the contingent employment and the HR management in the healthcare sector, which is the subject of the research carried out by the two authors in their Phd careers.