FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W35224852> ?p ?o ?g. }

• W35224852 startingPage "177" @default.
• W35224852 abstract "The recent business trends of globalization and increasing inter-group differences has turned scholarly attention to the management of demographic differences. According to Clinton's Initiative on Race, one of every three Americans in the overall United States population are nonwhite. Johnston and Packer (1987) identify the integration of women and minorities into the workforce as one of the greatest challenges facing American managers. For example, managing diversity is a long-run investment, and an organization faces a level of adaptation and transformation equivalent to that encountered during deregulation or a major technological change (McEnrue, 1993). However, despite these trends, research related to diversity practice's impact on organizational performance remains lacking. Workforce diversity has been depicted as a field absent a theoretical foundation (Ragins, 1995). To address theoretical abyss, this article explores the organizational attributes supporting diversity using Strategic Human Resource Management Theory (SHRM). SHRM theory explores the relationship between HR policies and practices and organizational outcomes. Practices such as the composition of the human capital resource pool are examined for their effectiveness against the backdrop of business strategy, human resource strategy, environmental certainty, and organizational outcomes (Wright and McMahon, 1992). Our desire is to develop a model that explicitly illustrates the complexities of diversity initiatives. More precisely, we argue that diversity depends upon human resource policies that are judged and evaluated by employees in a context dependent upon organizational justice perceptions. Further, based upon the environment, business, and human resource strategies we explain the intricacies that lead to diversity initiatives effectiveness and show that diversity may be more advantageous for some firms relative to others. This article will first describe strategic human resource management and configurational theory as the framework for examining diversity. We then introduce the concept of diversity orientation and its implications for diversity. From there, the diversity/performance relationship is explored in conjunction with internal and external contingencies. Finally, we conclude with implications for research and practice. THEORETICAL BACKGROUND In recent years, the field of Human Resource Management has moved to consider not only micro but also macro relationships (Butler et al., 1991). The micro focus, evolving from industrial psychology (Kaufman, 1993), emphasized human resource policies and their influence on individuals. This focus was concerned exclusively with such outcomes as job satisfaction and employee participation. The macro focus shifts the level of analysis from the individual to the organization. This macro orientation stresses how HR policies shape individual behavior that ultimately affects organizational-level outcomes such as profits, sales, quality, and growth. Wright and McMahan (1992) argue that this macro-orientation, Strategic Human Resource Management (SHRM), facilitates organizations in achieving their goals through human resources. Kamoche (1996) dubs this orientation as the matching school and argues that human resource policies and practices that fit with the business strategies of the firm enhance firm effectiveness. In other words, firms seek to align human resource strategy with business strategy. SHRM initially followed a simple contingency approach that examined the match of HR practices and strategy (Miles and Snow, 1984; Schuler and Jackson, 1987). This view examines only vertical fit, which refers to the congruence between a single HR policy and practice and other organizational characteristics (Delery and Doty, 1996). Recent work has extended the simple contingency view to a configurational perspective. This perspective contends that internally consistent policies and practices should result in even higher levels of performance than individual policies and practices when matched with business strategy (Dyer and Reeves, 1995; Delery and Doty, 1996). …" @default.
• W35224852 created "2016-06-24" @default.
• W35224852 creator A5030354847 @default.
• W35224852 creator A5072533371 @default.
• W35224852 date "2001-06-22" @default.
• W35224852 modified "2023-09-23" @default.
• W35224852 title "Understanding the Impact of Human Resource Diversity Practices on Firm Performance" @default.
• W35224852 cites W1508215576 @default.
• W35224852 cites W1556917488 @default.
• W35224852 cites W162648494 @default.
• W35224852 cites W1648937643 @default.
• W35224852 cites W1844826998 @default.
• W35224852 cites W1971870746 @default.
• W35224852 cites W1981724520 @default.
• W35224852 cites W1987544930 @default.
• W35224852 cites W1993695072 @default.
• W35224852 cites W1999018691 @default.
• W35224852 cites W1999088860 @default.
• W35224852 cites W2004593307 @default.
• W35224852 cites W2006308202 @default.
• W35224852 cites W2019264118 @default.
• W35224852 cites W2019436694 @default.
• W35224852 cites W2024777328 @default.
• W35224852 cites W2025157940 @default.
• W35224852 cites W2025169019 @default.
• W35224852 cites W2027491256 @default.
• W35224852 cites W2030424346 @default.
• W35224852 cites W2037894668 @default.
• W35224852 cites W2045394562 @default.
• W35224852 cites W2048790630 @default.
• W35224852 cites W2049151944 @default.
• W35224852 cites W2057015527 @default.
• W35224852 cites W2059872550 @default.
• W35224852 cites W2082842666 @default.
• W35224852 cites W2085334591 @default.
• W35224852 cites W2086297428 @default.
• W35224852 cites W2095376388 @default.
• W35224852 cites W2102395712 @default.
• W35224852 cites W2102513161 @default.
• W35224852 cites W2110162191 @default.
• W35224852 cites W2117942482 @default.
• W35224852 cites W2121848940 @default.
• W35224852 cites W2124395890 @default.
• W35224852 cites W2140454616 @default.
• W35224852 cites W2142821253 @default.
• W35224852 cites W2150636468 @default.
• W35224852 cites W2153705748 @default.
• W35224852 cites W2166061111 @default.
• W35224852 cites W2166997779 @default.
• W35224852 cites W2172004501 @default.
• W35224852 cites W2407307236 @default.
• W35224852 cites W2775875935 @default.
• W35224852 cites W1994171855 @default.
• W35224852 cites W2091540487 @default.
• W35224852 hasPublicationYear "2001" @default.
• W35224852 type Work @default.
• W35224852 sameAs 35224852 @default.
• W35224852 citedByCount "56" @default.
• W35224852 countsByYear W352248522012 @default.
• W35224852 countsByYear W352248522013 @default.
• W35224852 countsByYear W352248522014 @default.
• W35224852 countsByYear W352248522015 @default.
• W35224852 countsByYear W352248522016 @default.
• W35224852 countsByYear W352248522017 @default.
• W35224852 countsByYear W352248522018 @default.
• W35224852 countsByYear W352248522019 @default.
• W35224852 countsByYear W352248522020 @default.
• W35224852 crossrefType "journal-article" @default.
• W35224852 hasAuthorship W35224852A5030354847 @default.
• W35224852 hasAuthorship W35224852A5072533371 @default.
• W35224852 hasConcept C107645774 @default.
• W35224852 hasConcept C144024400 @default.
• W35224852 hasConcept C149923435 @default.
• W35224852 hasConcept C151730666 @default.
• W35224852 hasConcept C162324750 @default.
• W35224852 hasConcept C17744445 @default.
• W35224852 hasConcept C187736073 @default.
• W35224852 hasConcept C19165224 @default.
• W35224852 hasConcept C202372285 @default.
• W35224852 hasConcept C2778139618 @default.
• W35224852 hasConcept C2779343474 @default.
• W35224852 hasConcept C2781316041 @default.
• W35224852 hasConcept C2908647359 @default.
• W35224852 hasConcept C39549134 @default.
• W35224852 hasConcept C50522688 @default.
• W35224852 hasConcept C67674302 @default.
• W35224852 hasConcept C68001002 @default.
• W35224852 hasConcept C86803240 @default.
• W35224852 hasConceptScore W35224852C107645774 @default.
• W35224852 hasConceptScore W35224852C144024400 @default.
• W35224852 hasConceptScore W35224852C149923435 @default.
• W35224852 hasConceptScore W35224852C151730666 @default.
• W35224852 hasConceptScore W35224852C162324750 @default.
• W35224852 hasConceptScore W35224852C17744445 @default.
• W35224852 hasConceptScore W35224852C187736073 @default.
• W35224852 hasConceptScore W35224852C19165224 @default.
• W35224852 hasConceptScore W35224852C202372285 @default.
• W35224852 hasConceptScore W35224852C2778139618 @default.
• W35224852 hasConceptScore W35224852C2779343474 @default.

• next