Impacts of supportive HR practices and organisational climate on the attitudes of HR managers towards gender diversity – a mediated model approach

Abstract

PurposeUsing the theoretical lens of the behavioural perspective on HRM, this study examined a mediated model to understand the extent to which organisational factors such as supportive human resource management policies and practices (SHRPP) and organisational climate (OC) can influence the affective attitudes of HR managers towards promoting women into organisational leadership roles. Survey data collected from 182 human resource managers in Bangladesh were analysed using partial least squares–based structural equation modelling (PLS-SEM) and the PROCESS macro to test mediating effects. The results reveal that the adoption of SHRPP is positively associated with OC, which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles.Design/methodology/approachQuantitative survey data collected from 182 human resource managers in Bangladesh were analysed using PLS-SEM and PROCESS macro.FindingsThe results reveal that the adoption of SHRPP is positively associated with OC which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles.Research limitations/implicationsSelf-report, cross-sectional survey data may contribute to the methodological bias such as common method bias (CMB). Harman's single-factor test revealed that no single component explained a major portion of the total variance. Furthermore, partial correlational analysis using a marker variable coupled with an assessment of social desirability indicates that common method variance is unlikely to have any CMB risks to the validity of the study results.Practical implicationsFrom a practical point of view, the findings of this study suggest that supportive HR practices may create a positive organisational climate that leads to creating a healthy work environment ensuring an equal opportunity for everyone to grow and excel irrespective of their socio-cultural backgrounds and gender identity; thus, facilitating the organisation to take advantage of creativity and innovation offered by their talents, a critical factor for the organisation to survive and flourish in the dynamic market.Social implicationsThe study findings provide insights into why organisations should adopt fair and transparent HR policies to create a congenial work climate impacting on positive social attitudes towards acceptance of a gender-balanced empowered society.Originality/valueTo the best of author's knowledge, this is the first study that examined a mediated model to understand how organisational factors such as SHRPP and OC can impact on the affective attitudes of HR managers towards promoting women in the organisational leadership roles.

Advancing women in healthcare leadership: A systematic review and meta-synthesis of multi-sector evidence on organisational interventions

“…Effective succession and retention practices included introducing flexible meeting design (in structure, setup and conduct), increasing remuneration strategies that overtly enable and fund participation of women, and promoting female role models [49,52,67À69]. Supportive human resource policies and practices also influenced attitudes towards promotion of women [61], with organisational support critical in mitigating the impact of career inflection points or transitions [63]. Specifically, in healthcare, health professionals noted the impact of career inflections points was more pronounced at early career stages for those in clinical roles, while those in management roles experienced greater impact of career inflections later [63].…”

Nurses' perception about Human Resource Management system and prosocial organisational behaviour: Mediating role of job efficacy

“…Employees with a strong sense of efficacy are more likely to be intrinsically motivated and often take up challenging tasks (Bandura, 1977, 1986). The system that fosters human resource management (such as participation, collaboration, communication and supervisory support) contributes effectively to knowledge sharing and capacity building and also promotes positive behavioural outcomes (Biswas et al., 2020; Hyde et al., 2013). The literature also reports that employees exhibit a higher level of job efficacy when they perceive better supervisory support (Ibrahim et al., 2019).…”

Diversity attitudes and sensitivity of employees and leaders in the German STEM-sector

“…The diversity culture, i.e., a socially shared set of opinions and behaviors (Schein, 2010) with regard to the assessment of how to deal with diversity, is a central predictor of the performance of heterogeneous work groups (Kundu and Mor, 2017) and managers evaluation of diversity (Bader et al, 2019;Biswas et al, 2021). Supportive organizational structures and a diversity-promoting climate are thus particularly beneficial, which can reduce intolerance and promote openness toward "otherness" (Biswas et al, 2021). Previous meta-analyses by Stegmann (2011) and Wang et al (2019) show that cultural diversity can have a positive effect on team performance depending on participant attitudes toward diversity.…”

“…Previous studies on leadership and diversity indicate that many German managers do not recognize the importance of diversity ( Bader et al, 2019 ; Genkova and Schreiber, 2019 ), compared to other countries ( Buttner et al, 2006 ; Eger and Indruchová, 2014 ; Madera et al, 2017 ). Quantitative studies demonstrate that manager’s attitudes towards diversity are predicted by organizational climate and organizations affirmative action ( Buttner et al, 2006 ; Biswas et al, 2021 ). While these studies underline the importance of such actions comprehensively, they fail to investigate managers specific perspective on and perception of diversity or if they differ from employees’ perspectives.…”

“…They explain this relationship by the fact that employees in general, and in particular under transformational leadership, adopt attitudes and behaviors in the sense of developing a diversity culture. The diversity culture, i.e., a socially shared set of opinions and behaviors ( Schein, 2010 ) with regard to the assessment of how to deal with diversity, is a central predictor of the performance of heterogeneous work groups ( Kundu and Mor, 2017 ) and managers evaluation of diversity ( Bader et al, 2019 ; Biswas et al, 2021 ). Supportive organizational structures and a diversity-promoting climate are thus particularly beneficial, which can reduce intolerance and promote openness toward “otherness” ( Biswas et al, 2021 ).…”