How leaders shape the impact of HR's diversity practices on employee inclusion

Buengeler, Claudia; Leroy, Hannes; Stobbeleir, Katleen De

doi:10.1016/j.hrmr.2018.02.005

Cited by 69 publications

(69 citation statements)

References 71 publications

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“…Likewise, Roberson (2006) recognizes that the shift from diversity to inclusion constitutes a change in language more than any real change in diversity practices. The fight against exclusion was already the inherent objective of managing diversity, which has a "positive starting point" that "embraces everyone" (Kandola, Fullerton, & Ahmed, 1995: 31-32; see also Buengeler, Leroy, & De Stobbeleir, 2018;Buse, Bernstein, & Bilimoria, 2016;Dobusch, 2017;Mitchell et al 2015). Oswick and Noon (2014) denounce the artificial tendency to consider diversity management as superior to equality and inclusion as a progressive step that goes beyond diversity management.…”

Section: The Risk Of Excluding Othersmentioning

confidence: 99%

A Common Good Perspective on Diversity

Frémeaux

2020

Bus. Ethics Q.

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Drawing upon the theoretical debate on the concept of common good involving, in particular, Sison and Fontrodona (2012), I aim to show how the common good principle can serve as the basis for a new diversity perspective. Each of the three dominant diversity approaches—equality, diversity management, and inclusion—runs the ethical risk of focusing on community or individual levels, or on particular disciplines—economic, social, or moral. This article demonstrates that the common good principle could mitigate the ethical risks inherent to each of these diversity approaches. There are three positive aspects to a comprehensive common good perspective: 1) it includes considering different community levels, which it connects by subsidiarity, 2) it embraces the moral, social, and economic fields, which it connects by teleological hierarchy, and 3) it avoids the risk of exclusion by generating a sense of solidarity.

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Section: The Risk Of Excluding Othersmentioning

confidence: 99%

A Common Good Perspective on Diversity

Frémeaux

2020

Bus. Ethics Q.

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“…For example, provide mechanisms for voice and communication and sharing within the workgroup and encourage participation in decision making and group discussion (Tang et al, 2015;Shore et al, 2018). Given the crucial impact of managers' response on employee experiences of inclusion (Buengeler et al, 2018), it is essential that managers need to perform authentically and strategically implement inclusive-HR practices, with the goal of being inclusionary. Furthermore, managers could also foster an inclusive climate by supporting migrant workers as group members and encourages diverse contributions.…”

Section: Managerial Implicationmentioning

confidence: 99%

Can Cultural Intelligence Affect Employee’s Innovative Behavior? Evidence From Chinese Migrant Workers in South Korea

et al. 2020

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This empirical study explores the effect of cultural intelligence (CQ) on migrant workers' innovative behavior, as well as the mediating role of knowledge sharing on the CQ-innovative behavior relationship. Besides, it also examines the extent to which the mediating process is moderated by climate for inclusion. Using survey data collected from Chinese migrant workers and their supervisors working in South Korea (n = 386), migrant workers' CQ is found to positively impact their innovative behavior through enhanced knowledge sharing. However, it is observed that this indirect relationship is significant, only for migrant workers in a strong climate for inclusion. Thus, these findings reveal the underlying mediation and moderation mechanism and consequently unveil the important role of migrant workers' CQ in shaping their behavior. This study provides insightful and practical implications to a multicultural organization, where culturally diverse migrant workers work together.

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“…As a reflection of rather stable features of one's work environment, it is likely that AIRHP will, to some extent, exhibit relative stability over time, manifesting as relatively stable between-person effects. At the same time, work policies are not necessarily universally applied nor adhered to, even those that are more-or-less formalized and sanctioned by organizations (e.g., because of leaders' varying support for such polices; Buengeler, Leroy, & De Stobbeleir, 2018). Research has for some time considered how over time variation in perceptions of HR polices associated with various work outcomes (e.g., extra role behavior, Knies & Leisink, 2014;commitment, Morris, Lydka, O'Creevy, 1993; firm performance Saridakis, Lai, & Cooper 2017).…”

Section: Stable and Dynamic Effects Of Aihrp Adc And Work Abilitymentioning

confidence: 99%

Age Inclusive Human Resource Practices, Age Diversity Climate, and Work Ability: Exploring Between- and Within-Person Indirect Effects

Rudolph¹,

Zacher²

2020

Preprint

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To address the challenges imposed by demographic change, organizations have becomeincreasingly interested in maintaining and improving employees’ work ability across the working lifespan. Based on signaling and social exchange theories, we present a study that investigates the indirect influence of age inclusive human resource practices on work ability through age diversity climate. Using a six-wave longitudinal study of n = 355 employees, we model between- and within-person mediated effects using a random intercept cross-lagged panel model. The results of this analysis partially support our mediation hypothesis. Specifically, we found evidence that age diversity climate mediates the influence of age inclusive human resource practices on work ability at the between-, but not at the within-person level of analysis. These findings have implications for the development of human resource practices that benefit employees at various ages.

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How leaders shape the impact of HR's diversity practices on employee inclusion

Cited by 69 publications

References 71 publications

A Common Good Perspective on Diversity

A Common Good Perspective on Diversity

Can Cultural Intelligence Affect Employee’s Innovative Behavior? Evidence From Chinese Migrant Workers in South Korea

Age Inclusive Human Resource Practices, Age Diversity Climate, and Work Ability: Exploring Between- and Within-Person Indirect Effects

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