Summary With the changing demographic composition of the workforce, managing diversity in organizations is an important organizational function. Organizations have employed varying approaches to diversity management (DM), resulting in varying organizational outcomes. Meanwhile, researchers have called for more theoretical development within the DM area. We present a framework rooted in social and cross‐cultural psychological research, to foster theory development and empirical testing in the area of DM. We also derive several propositions to guide future research on DM and note some boundary conditions that suggest research opportunities of their own. Our framework contributes a theoretical conceptualization that enhances our understanding of organizations' DM efforts, integrates current typologies, and suggests new directions of inquiry for management scholars as well as guidelines for practitioners in the area. Copyright © 2012 John Wiley & Sons, Ltd.

As demand increases for expatriates to manage far-fl ung operations in a global economy, scholars and practitioners are focusing their attention on the factors that contribute to expatriate success. One such factor is the support that expatriates receive from host country nationals (HCNs) with whom they work. Researchers interested in understanding expatriate success have not closely examined the phenomenon from an HCN perspective, however. At the same time, although we have gained a signifi cant understanding of the roles of psychological, organizational, and contextual variables in the international assignment, there is still much to be understood about how expatriates' demographic characteristics affect their experiences in international assignments. Current fi ndings regarding the effects of demographic characteristics often are inconsistent, highlighting the need for more complex theorizing. This article reviews recent research on the effects of expatriate demographic characteristics and proposes a social identity approach to understanding how these characteristics affect HCN support for the expatriate. It also seeks to develop a theory that addresses discrepancies in extant empirical fi ndings, provides propositions to guide future research in the study of expatriates, and discusses implications for both researchers and practitioners.Expatriates are "employees of business organizations, who are sent [to another country] on a temporary basis to complete a time-based task Few researchers … have examined how HCNs might contribute to adjustment or the factors that determine HCN support for an expatriate.

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Purpose – Prior research suggests that cultural values affect individuals’ preferences in whether work rewards (i.e. pay and benefits) are allocated according to rules based on equity, equality, or need. However, this research has focussed primarily on societal-level values or individual-level operationalizations of values originally conceptualized at the societal level. Drawing on equity and social exchange theories, the purpose of this paper is to present a theoretical model and nine propositions that incorporate both individual and societal values as determinants of these reward allocation rule preferences. Design/methodology/approach – The author briefly reviews of the relevant literature on values and reward allocation preferences and present arguments supported by prior research, leading to a model and nine propositions. Findings – The author proposes that societal values and individual values have main and interactive effects on reward allocation preferences and that the effects of societal values are partially mediated by individual values. Research limitations/implications – The model and propositions present relationships that could be tested in future multi-level studies. Future conceptual/theoretical work may also build on the model presented in this paper. Practical implications – The proposed relationships, if supported, would have important implications for organizational reward systems and staffing. Originality/value – Prior research on reward allocation preferences focusses mostly on the effects of societal or individual values. This theoretical paper attempts to clarify and distinguish values at these two levels and to better understand their main and interactive effects on individual reward allocation rule preferences.

We draw on the values literature from social psychology and the acculturation literature from cross-cultural psychology to develop and test a theory of how signals about an organization's diversity management (DM) approach affect perceptions of organizational attractiveness among potential employees. We examine the mediating effects of individuals' merit-based attributions about hiring decisions at the organization, as well as the moderating effects of their racioethnicity and the racioethnic composition of their home communities. We test our theory using a within-subject policy-capturing experimental design that simulates organizational DM approaches, supplemented with census data for the participants' home communities. Results of hierarchical linear modeling (HLM) analyses suggest that the manipulated instrumental value for diversity leads to higher perceptions of organizational attractiveness, in part through heightened expectations of merit-based hiring decisions. Further, the manipulated assimilative and integrative DM approach signals are positively related to organizational attractiveness and the effect of integrative DM is strongest for racioethnic minorities from communities with especially high proportions of Whites and Whites from communities with especially low proportions of Whites. (PsycINFO Database Record

The idea that human resource management (HRM) plays a strategic role in generating sustainable competitive advantage for organisations or intermediate outcomes suchas innovation is a central tenet in HRM theory and research. Yet, the explanation for this relationship remains unclear. We contribute to understanding how HRM plays a role by integrating insights drawn from HRM and strategic management. We explore how configurations of highperformance work systems (HPWS) and leadership competence (LC) provide micro-foundations for organisational capabilities associated with innovation. We also examine the moderating role of external environmental conditions. We find support for the proposition that HPWS and LC contribute to capabilities associated with innovation. Importantly, in stable environments, the formation of the capabilities required for innovation is more strongly associated with HPWS, whereas in more dynamic environments, LC plays a more pronounced role. These findings have implications for understanding the strategic role HRM plays and for management practice.

We conducted an experimental study to compare the effects of organizationsponsored gender diversity management programs on women's evaluations of organizational attractiveness in two countries: the United States and France. Importantly, we examined perceived potential for advancement as a mediator of the relationship, thus elaborating on an underlying mechanism implied by signaling theory. Results from a sample of 230 women in the United States and France provided overall support for the model. We found that country and individual characteristics affect how diversity management

PurposeMigrant workers often suffer from social exclusion in the workplace and therefore identify less with their organization and engage less with their work. To address this issue, the authors integrate research on migrant workers with research on the group engagement model to create a model for understanding and enhancing migrant worker engagement. This allows us to provide insight into how organizations can design their human resource management systems and practices to increase the work engagement of migrant workers.Design/methodology/approachThe authors conducted a survey study with over 4,000 employees from more than 500 workplaces in Australia to test the model.FindingsThe results of the multilevel analysis indicate that a procedurally fair work environment increases organizational identification, which in turn is associated with higher work engagement. The results also indicate that procedural justice climate is more important for migrant workers and increases their organizational identification and engagement.Originality/valueTo increase work engagement of migrant workers, organizations can establish a procedurally fair work environment in which cultural minorities experience unbiased policies and procedures, are able to express their opinions and participate in decision-making.