Managing diversity through human resource management: an international perspective and conceptual framework

Shen, Jie; Chanda, Ashok; D’Netto, Brian; Monga, Manjit

doi:10.1080/09585190802670516

Cited by 388 publications

(357 citation statements)

References 53 publications

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“…They should always be treated with digniity as human beings, irrespective of race, gender, age or any other characteristic that makes them unique. According to Shen et al (2009), little has changed in HRM diversity practices. Organisations find it difficult to facilitate change in culture and prejudices based on race and gender.…”

Section: Problem Statementmentioning

confidence: 99%

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The perceived treatment of employees from designated groups in the workplace

Coetzee

2015

S Afr J Econ Manag Sci

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This article reports on employees' perceptions of the treatment of employees from designated groups in the workplace. The objective of the study was to identify the components of workplace treatment that indicate the perceived treatment of employees from designated groups. The study further investigated the influence of demographic factors on these perceptions.A quantitative approach was followed, and a questionnaire was developed to collect data pertaining to employees' biographical details and their perceptions of the treatment of employees from designated groups in the workplace. The population consisted of 29 688 employees at a leading South African bank and a sample of 1720 was used. A disproportionate, stratified sampling method was adopted and a sample of 349 employees participated. Factor analysis, correlations, T-tests and analysis of variance statistics were computed to achieve the objectives.The factor analysis identified four factors relating to the treatment of employees from designated groups: task autonomy, respect, responsibility and realistic expectations. The results of the T-tests revealed that race, years of service and staff category do influence employees' perceptions of the treatment of workers from designated groups in terms of task autonomy and respect. Black respondents, unlike white respondents, believe that employees from designated groups are not treated with respect, nor are they accorded task autonomy.This study represents a vital step towards a better understanding of the dimensionality of perceptions of fair and just treatment and should ultimately contribute to more effective treatment of all employees in the workplace.

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Section: Problem Statementmentioning

confidence: 99%

“…Racial equality appears to be the predominant issue in South Africa (Shen, Chanda, D'Netto & Monga, 2009). However, if AA and, thus, diversity are managed from a strategic and people-centred point of view, racial issues should not dictate how employees ought to be treated.…”

Section: Problem Statementmentioning

confidence: 99%

The perceived treatment of employees from designated groups in the workplace

Coetzee

2015

S Afr J Econ Manag Sci

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“…Here, the most frequently cited practices include recruitment and selection, training and development, and assessment and remuneration (Shen et al 2009). …”

Section: Diversity Management As An Element Of Hr Practicesmentioning

confidence: 99%

What Do We Know about Effects of Diversity Management? A Meta-analysis

Turek

2017

KREM

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The purpose of this paper is to synthesise the literature on the relationship between diversity management and the main organisational and team outcomes (organisational performance, job performance, organisational commitment and turnover). The author conducts a meta-analysis of the relationship between diversity management and organisational and team outcomes using a sample of 17 studies and 29 different correlations. The results show significant overall relationships between diversity management and organisational performance (zr = 0.27, p < 0.05), job performance (zr = 0.16, p < 0.01) organisational commitment (zr = 0.30, p < 0.01) and turnover (zr = -0.43, p < 0.01). The article extends previous research by quantitatively reviewing the relationship between diversity management and organisational and team outcomes. It shows that diversity management has the potential to increase organisational and employee performance and job attitudes. Implications of research done to date for future analyses are discussed and recommendations are made.

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“…Academics, practitioners and consultants argued that if HRM wants to create added value for the organization, it has to become a strategic partner with the business in achieving its business goals. Recent studies have stated that, HR becoming a unique and differentiating asset, playing an increasingly important role in organization (Chanda, Shen, D'Netto and Monga, 2009). …”

Section: 2talent Managementmentioning

confidence: 99%

Theoretical journey of talent management: egalitarian and elitist approach

Acar¹

2016

Pressacademia

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Talented employees are the most important value-created resources for the organizations. Talent and Talent Management (TM) concepts have been discussed in strategic human resource literature and business life for several years. The culture of those group of people, learning capabilities are strengths of companies to create high-performance and a culture of innovation. In this context it is critically important to attract, develop and retain talented employees to the organization to gain competitive advantage. Nowadays, the perception of talent management activities varies from company to company. Even the organizations have many conflicts and misunderstandi ngs about talent management practices, some of the organizations apply talent management formally and the others apply it informally. This confusion is a problem area that must be solved for today's value-added and innovative enterprises. Accordingly, the aim of this descriptive study is to investigate the perspectives such as egalitarian and elitist approach on talent management to understand the problem area in talent management activities.

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Managing diversity through human resource management: an international perspective and conceptual framework

Cited by 388 publications

References 53 publications

The perceived treatment of employees from designated groups in the workplace

The perceived treatment of employees from designated groups in the workplace

What Do We Know about Effects of Diversity Management? A Meta-analysis

Theoretical journey of talent management: egalitarian and elitist approach

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