How leaders shape the impact of HR's diversity practices on employee inclusion
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Publication type
Journal article with impact factorPublication Year
2018Journal
Human Resource Management ReviewPublication Volume
28Publication Issue
3Publication Begin page
289Publication End page
303
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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.Knowledge Domain/Industry
Human Resource ManagementPeople Management & Leadership
ae974a485f413a2113503eed53cd6c53
10.1016/j.hrmr.2018.02.005