Human Resource Strategies to Manage Workforce Diversity: Examining ‘The Business Case’

Kossek, Ellen Ernst; Lobel, Sharon A.; Brown, Jennifer

doi:10.4135/9781848608092.n3

Cited by 140 publications

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“…Some researchers have argued that DEM practices also fall into this framework and are likely to provide firms with a competitive advantage (e.g., Armstrong et al, 2010;Kossek et al, 2006;Richard & Johnson, 1999). Specifically, diversity management has been defined as a strategy that firms use to more efficiently capitalize on the opportunities that diversity offers (Society for Human Resource Management, 2008) and goes beyond Affirmative Action and EEO-based programs (R. R. Thomas, 1991).…”

Section: Theoretical Development and Hypothesesmentioning

confidence: 99%

“…However, there have been few efforts to measure their effectiveness (Cox, 1991;Cox & Blake, 1991;Ellis & Sonnenfeld, 1994;Konrad & Linnehan, 1995;Naff & Kellough, 2003;Richard & Johnson, 1999). Rather, evidence regarding the efficacy of DEM practices in creating a diverse workplace has been implied through the workplace diversity-firm performance link, research examining DEM practices as key factors empowering the degree to which a diverse workforce is more (or less) effective (e.g., Cunningham, 2009;Kochan et al, 2003;Kossek, Lobel, & Brown, 2006;Yang & Konrad, 2011), and organization stratification research (e.g., Goodman, Fields, & Blum, 2003;Kalev, Dobbin, & Kelly, 2006;Reskin & McBrier, 2000) studying the association between broad-based HR practices (e.g., recruitment) and percentages of women and minority groups in organizations. In turn, the focus of our article is to investigate the overall racial diversity (or variety; Harrison & Klein, 2007) in firms' managerial ranks, as (a) race is a major component of diversity in firms (Richard, 2000) and (b) managers influence strategic decision making and implementation of strategic policies (e.g., Burgelman, 1994;Dwyer, Richard, & Chadwick, 2003;Floyd & Wooldridge, 1997), both of which affect a firm's bottom line.…”

mentioning

confidence: 99%

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The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

Richard¹,

Roh

Pieper

2013

Human Resource Management

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Invoking strategic human resource management (SHRM) theory and tenets of the resource‐based view of the firm, we explore how two bundles of diversity and equality management (DEM) practices influence racial diversity in the managerial ranks. By considering the conceptualization of DEM practices and the moderating role of firm size, our study disentangles subtle nuances in the DEM practices–racial diversity in managerial ranks relationship. Based on a sample of 137 Fortune 1,000 firms over a two‐year period, our results suggest that minority opportunity‐based DEM practices and manager accountability DEM practices positively relate to racial diversity in managerial ranks, and these relationships are stronger in smaller companies than large ones. Theoretical and practical implications for a strategic perspective on future diversity management research are elaborated.

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Section: Theoretical Development and Hypothesesmentioning

confidence: 99%

mentioning

confidence: 99%

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

Richard¹,

Roh

Pieper

2013

Human Resource Management

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“…De plus, au sein de la structure organisationnelle, il convient de distinguer le pouvoir fort (pouvoir de contrôler l'allocation de ressources dans les organisations) du pouvoir souple, de fait plus en rapport avec le management de la diversité. On qualifie de pouvoir souple un pouvoir symbolique tiré de la possession d'un patrimoine de savoirs légitimes, jamais remis en cause et tenus pour acquis, ayant trait à un comportement décrit comme naturel car, plus ou moins consciemment, approprié et/ou autorisé par les autres individus de l'organisation (Kossek et al, 2006). Au final, on constate que, en tant que construits sociaux soumis à des requalifications continues, les concepts de diversité et de performance ne sauraient afficher ni une unité de définition ni une unité de mesure.…”

Section: Critical Management Studiesunclassified

“…C'est pourquoi Kossek et al (2006) et initialement Cox (1993) recommandaient d'apprécier le « climat de la diversité » d'une organisation à la lumière de trois dimensions principales : individuelle (structure d'identité des acteurs, type de personnalité, préjugés dominants), groupale (différenciation culturelle, dynamiques psychosociologiques de groupe, ethnocentrisme/altéro-phobie…), organisationnelle (culture d'entreprise, dynamiques inté-gratives structurelles vs informelles, processus d'acculturation professionnelle, « partialité institutionnelle »).…”

Section: Origines De L'hétérogénéité Des Résultats Dans La Littératureunclassified

La diversité, un levier de performance : plaidoyer pour un management innovateur et créatif

Bruna

Chauvet

2013

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L’historicité, la contextualité et la polysémie des notions de diversité et de performance expliquent l’hétérogénéité des conclusions auxquelles aboutissent les études empiriques qui en testent la relation. Les dimensions culturelles et temporelles, le type de management adopté, les modes d’intégration professionnelle, la conjoncture et le contexte intra-organisationnel influent sur la performance des équipes diversifiées. Afin de transmuer la diversité en levier de performance, les organisations sont invitées à concevoir des politiques diversité soucieuses d’inscrire le changement dans la durée (perspective sociétale), de promouvoir un management intégrateur attentif aux dimensions culturelles et identitaires (niveau organisationnel), de développer la pratique du mentoring et du leadership (échelon individuel).

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“…Kossek, Lobel and Brown (2006) connected human resources management practices and workforce diversity with individual, group and organisational outcomes. Kossek and Lobel (1996) developed a model of HR approaches to diversity management presented in Table 1.…”

Section: Diversity Management and Human Resources Managementmentioning

confidence: 99%

Intersections Between Diversity Management and Human Resources Management in Polish Enterprises

Maj

2017

JCRL

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Purpose: The organisational environment enterprises operate in is constantly changing. Organisations and whole industries seek new ways of achieving competitive advantage and becoming innovative. Additionally socio-demographic changes like population ageing, migrations force organisations to adapt their management styles. One of the possible solutions for those challenges is diversity management. The main goal of this paper is to identify the intersections between diversity management and human resources management in organisations and in consequence to determine where in the organisations' structure and strategy diversity management is being implemented in the analysed organisations. Design/methodology/approach: For the purpose of this paper telephone-depth-interviews (TDIs) with representatives from companies implementing diversity management were conducted. The enterprises were chosen through purposive sampling. The organisations were firstly screened for implementing diversity management through an analysis of their websites and reports. The organisations implementing diversity management and informing stakeholders about it through their websites and reports were further included into the study. The respondents chosen for the TDIs were representatives of the organisations responsible for diversity management or indicated by the company itself as the most competent to give information about the diversity management related actions of organisations. Journal of Corporate responsibility and leadershipManaging WorkforCe diversity Jolanta MajFindings: The conducted research suggests that analysed organisations implement a wide range of possible HR approaches to diversity management from diversity enlargement, implemented by most of the organisations through a special diversity oriented recruitment process, diversity sensitivity achieved mostly through diversity trainings, diversity audit realized through social and diversity indicators and reporting to the strategy for achieving organisational outcomes implemented by single organisations through developing a horizontal approach to diversity management.Research and practical limitations/implications: For the purpose of this paper a qualitative research approach was chosen. Therefore, the presented results are not representative, but, due to the fact that only a few organisations in Poland implement diversity management, the entities interviewed for the purpose of this paper can be treated as flagships of this strategy in Poland and as a kind of good practices. Originality/value: The paper examines the intersections between diversity management and human resources management in selected Polish organisations. Due to the fact that diversity management is not a widespread approach in Polish organisations, the paper gives insight into the exiting solutions of implementing it and combining it with human resources management. Paper type: research paper.

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Human Resource Strategies to Manage Workforce Diversity: Examining ‘The Business Case’

Cited by 140 publications

References 0 publications

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

La diversité, un levier de performance : plaidoyer pour un management innovateur et créatif

Intersections Between Diversity Management and Human Resources Management in Polish Enterprises

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