Workforce diversity in strategic human resource management models

Abstract

PurposeWorkforce diversity is considered one of the main challenges for human resource management in modern organizations. Despite its strategic importance, the majority of models in this field implicitly consider workforce as a generic and homogeneous category, and do not take into account cultural differences among employees. The aim of this paper is to present a systematic review of the literature on diversity among employees in strategic human resource management (SHRM). The objective of this conceptual analysis is to identify limitations in previous research and unresolved issues that could drive future research in this field.Design/methodology/approachTo develop this conceptual analysis, the paper reviews previous literature on SHRM, drawing on the distinction between the universalistic, contingent and configurational perspectives. Each of these approaches is explored, looking for the way in which they have treated workforce diversity and cross‐culturality.FindingsThe paper concludes that managing a heterogeneous workforce requires a holistic transformation of human resource strategies. Nevertheless, efforts to define cross‐cultural and diversity‐oriented models still remain undeveloped. Limitations of previous research in the diversity‐SHRM field are indentified in the paper.Research limitations/implicationsDrawing on the limitations of the treatment given to diversity in SHRM research, the paper identifies four research questions that still need to be addressed: deeper analysis of the concept of diversity, introduction of psychological processes mediating the diversity‐performance relationship, development of diversity oriented SHRM typologies and redefinition of performance indicators to measure the effects of diversity.Originality/valueThis paper proposes a theoretical model to illustrate present state of the art and future research lines in the fields of diversity, cross‐cultural management and SHRM.

Diversity Training Programme Outcomes: A Systematic Review

“…Thomas & Ely, 1996), its connection with core business priorities (Ortlieb, Sieben, & Sichtmann, 2013), its impact on fi nancial outcomes (Jones, King, Nelson, Geller, & Bowes-Sperry, 2013), and its emphasis on sustained competitive advantage . It operates at multiple levels: individual, team, and organizational (Alcázar, Fernández, & Gardey, 2013). Ozbilgin et al (2014) argue that in the context of diversity training, the focus is on impacts rather than feedback from participants.…”

“…Resources dependency theory (RDT) is a particularly useful theoretical perspective in the context of the business case . RDT argues that organizational effectiveness depends on valuable people resources over which it has control (Alcázar et al, 2013;. specifi cally investigated the value to an organizational have a diverse groups of employees as a source of power and critically for organizational success.…”

The effects of education and training, management supervision on development of entrepreneurship attitude and growth of small and micro enterprise

“…Several previous studies have found partial relationship between variables as follow: education and training toward entrepreneurship attitudes by Packham et al (2010), Zampetakis et al (2009), Chen and He (2011), Alam et al (2015), Aladwan et al (2015), Khosa and Kalitanyi (2015), Uslay and Erdogan (2014) and Varamäki et al (2015); education and training toward business growth by Packham et al (2010) and Wang et al (2015); management supervision toward entrepreneurship attitudes by López-Fernández and Sánchez-Gardey (2010), Román et al (2002), Kagaari (2007), Gray (2006), Zampetakis et al (2009), Zhang and Cain (2017), Aladwan et al (2015) and Dedahanov et al (2016); management supervision toward business growth by López-Fernández and Sánchez-Gardey (2010), Román et al (2002), Kagaari (2007) and Syysnummi and Laihonen (2014); and entrepreneurship attitudes toward business growth by Packham et al (2010), Zampetakis et al (2009), Sweida and Reichard (2013), Chen and He (2011), Gerba (2012), Alam et al (2015), Zhang and Cain (2017) and Kyrgidou and Petridou (2013). …”

Valores de la Economía Social: Gestión de Recursos Humanos y Sostenibilidad

“…Para ello es necesario un compromiso real de la dirección de la empresa y las perso- nas implicadas en la toma de decisiones, conscientes de que la diversidad además de integrar aspectos tan relevantes como la cultura, la religión, el género y las diferencias funcionales, también puede generar mayores niveles de rendimiento e innovación. El término diversidad puede ser considerado como una propiedad de todo grupo donde prima su heterogeneidad en función de las características personales de los miembros que lo componen (Martín Alcázar et al, 2013). Podemos considerar la gestión de la diversidad como una importante palanca de transformación que distingue a las organizaciones más respetuosas, convirtiéndolas además en una entidad más innovadora, competitiva y con un mayor atractivo empleador.…”