Workforce diversity in strategic human resource management models
A critical review of the literature and implications for future research
Bibliographic Data
| ID | 20501405 |
|---|---|
| Authors | Fernando Martín-Alcázar (0000-0002-9768-4618, Universidad de Cádiz), Fernando Martín Alcázar, Pedro Miguel Romero Fernández (0000-0002-7648-9522, Universidad de Cádiz), Gonzalo Sánchez-Gardey (0000-0003-4988-4057, Universidad de Cádiz), Gonzalo Sánchez Gardey |
| Year | 2013 |
| Volume | 20 |
| Issue | 1 |
| Pages | 39-49 |
| Publication date | 2013-02-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Cross Cultural Management An International Journal (JOURNAL) |
| Journal identifiers | ISSN: 1352-7606 • E-ISSN: 1758-6089 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/13527601311296247 |
| OpenAlex | W1763542668 |
| Language | EN |
| Citations received | 16 |
| References cited | 56 |
Purpose Workforce 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/approach To 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. Findings The 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/implications Drawing 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/value This 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
Conceptual framework · Economics · Human resource management · Human resources · Knowledge management · Management · Management science · Originality · Political science · Social science · Sociology · Strategic human resource planning · Workforce · Workforce planning · Computer Science · Engineering · Family Business Performance and Succession · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Mathematics
Exploring the nexus between perceived organizational diversity and cooperative performance
Racial minorities in strategic leadership
Shared Cultural Characteristics Similarities in Malaysia’s Multi-ethnic Society
N-Culturals
Values-Based Leadership Effectiveness in Culturally Diverse Workplaces
Examining diversity beliefs and leader performance across cultures
The dark side of teamwork–the relationship between social stressors, social resources and team member well-being in monocultural and multicultural work teams
The Theory and Praxis of Intersectionality in Work and Organisations
Perceived social support and work-family conflict
An analysis of western diversity management theories in a Nigerian context
People With Disability Influencing Sustained Improvements to Employment
Gender equality in the workplace in Quebec
Is diversity debate farfetched? Psychological contract expectations, performance and intention to stay
Are we there yet? Diversity management officers’ journey to strategic partnership
Workplace diversity management in Australia
A qualitative study of diversity management practices in Iran's private sector organizations
Institutional Pressures and Strategic Responsiveness
Modes of Theorizing in Strategic Human Resource Management
The Impact of Human Resource Management on Organizational Performance
Institutional and Resource Dependence Determinants of Responsiveness to Work-Family Issues.
The cultural diversity phenomenon in organisations and different approaches for effective cultural diversity management
Communication openness, conflict events and reactions to conflict in culturally diverse workgroups
Understanding Diversity Management Practices
Managing diversity through human resource management
Translating a management concept
Surface-Level Diversity and Decision-Making in Groups
Cross‐level effects of demography and diversity climate on organizational attachment and firm effectiveness
Diversity management beyond the business case
Equality, diversity and corporate responsibility
Managing the effects of diversity on social capital
Intersections
| Unique citing works | 16 |
|---|---|
| Citations per year | 1,33 |
| Citation span | 2014 - 2026 (13) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 16 |