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    How leaders shape the impact of HR's diversity practices on employee inclusion

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    Publication type
    Journal article with impact factor
    Author
    Buengeler, Claudia
    Leroy, Hannes
    De Stobbeleir, Katleen
    Publication Year
    2018
    Journal
    Human Resource Management Review
    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.
    Keyword
    Inclusion, Leadership, Diversity practices, HR, Self-concept
    Knowledge Domain/Industry
    Human Resource Management
    People Management & Leadership
    DOI
    10.1016/j.hrmr.2018.02.005
    URI
    http://hdl.handle.net/20.500.12127/5828
    ae974a485f413a2113503eed53cd6c53
    10.1016/j.hrmr.2018.02.005
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