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How leaders shape the impact of HR's diversity practices on employee inclusion
Buengeler, Claudia Leroy, Hannes De Stobbeleir, Katleen
Buengeler, Claudia
Leroy, Hannes
De Stobbeleir, Katleen
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Publication Type
Journal article with impact factor
Editor
Supervisor
Publication Year
2018
Journal
Human Resource Management Review
Book
Publication Volume
28
Publication Issue
3
Publication Begin page
289
Publication End page
303
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Abstract
In this paper we develop a theoretical framework about how leaders help shape the impact of HR diversity practices on employee inclusion. So far, the HR literature has given leaders a relatively passive role in that they are mainly seen as enactors and communicators of HR policies and practices. We expand this view by suggesting that leaders can respond to HR's (diversity) practices with various levels of alignment (or misalignment), and clarify the respective implications for felt inclusion. Informed by literature on multiple identities at work, we derive four potential responses of leaders to HR's diversity practices—deletion, compartmentalization, aggregation, and integration. We show how these responses shape the effects of diversity practices on employee inclusion, and in doing so, we also question a commonly held assumption that leaders' full alignment with HR's diversity practices is the most conducive for employees' felt inclusion. Our frameworkhasimportant implications fortheoryand practice,asit specifiesthe roleof leadersin leveraging the inclusive potential of HR diversity practices.
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Keywords
Inclusion, Leadership, Diversity practices, HR, Self-concept