Brian D'Netto

Managing diversity through human resource management: an international perspective and conceptual framework

This paper critically reviews the literature on managing diversity through human resource management (HRM). We discuss the major issues and objectives of managing diversity and examine the state of human resource diversity management practices in organizations. Our review shows that inequality and discrimination still widely exist and HRM has focused mainly on compliance with equal employment opportunity (EEO) and affirmative action (AA) legislation. Less attention has been paid to valuing, developing and making use of diversity. Our review reveals limited literature examining how diversity is managed in organizations through effective human resource management. We develop a framework that presents strategies for HR diversity management at the strategic, tactical and operational levels. Our review also discusses the implications for practice and further research.

Effects of human resource diversity management on organizational citizen behaviour in the Chinese context

In this study we explored the effects of human resource diversity management (HRDM) on organizational citizenship behaviour (OCB). The data for this study were collected from 530 Chinese employees in a range of industries. The results of our study indicate that overall, HRDM is positively related to OCB. We found that compensation diversity management is the strongest predictor of OCB. Recruitment and selection diversity management is also significantly associated with OCB. Our hypotheses regarding the relationship between training and development and performance appraisal diversity management with OCB were not supported. Results of our study indicate that the link between diversity management in specific HRM functions and OCB may depend on the focus of HR diversity management in a particular national context. This focus appears to be guided by salient Chinese specific diversity issues and the characteristics of the Confucian HRM.

Predictors of management development effectiveness: an Australian perspective

Management development is increasingly adopted by organizations seeking to attract and retain talented employees. This research project assessed the current state of management development in Australia. Specifically, this paper sought to identify variables associated with management development effectiveness. A model of management development effectiveness was developed and tested in this study through path analysis using the Analysis of Moment Structures Program. Data were collected from 206 managers in 153 organizations in Australia. Eighteen different industries are represented in the sample. The observed model had a good fit with the predicted model and all the predicted paths were significant and in the expected direction. Link to corporate strategy and opportunities for skill utilization were the two variables most closely associated with management development effectiveness. The implications of these findings for improving management development effectiveness are discussed.

Human resource diversity management practices in the Australian manufacturing sector

We examined employee perceptions of the benefits and challenges of workforce diversity and human resource (HR) diversity management practices adopted in the Australian manufacturing sector. We found that overt discrimination does not exist in the Australian manufacturing sector. However, Australian employers appear to adopt a ‘legalistic compliance approach’ and have not considered workforce diversity as a source of competitive advantage. Employers have not adopted effective HR diversity management practices. The Australian manufacturing sector has failed to value diversity or capitalize on the benefits of workforce diversity. Inadequate recognition of overseas skills, ineffective communication, increased training costs and social isolation were perceived as the main challenges, whereas a stronger work ethic among multicultural employees, greater opportunities to learn from other cultures, lower absenteeism and less labor turnover were regarded as major benefits of workforce diversity. Overall, we found migrant workers are disadvantaged in the Australian workplace.

A multilevel analysis of the effects of HR diversity management on employee knowledge sharing: the case of Chinese employees

This study explored the effects of human resource diversity management on employee knowledge sharing and the mediating and moderating variables underlying this link, among Chinese employees. Multilevel analyses of the data from 716 respondents in 37 firms revealed that organizational-level HR diversity management practices explained significant variance in employee knowledge sharing. The relationship between HR diversity management and knowledge sharing was fully mediated by employee trust in the organization. Moreover, cooperative norms moderated the second stage of the mediation, which is the relationship between trust in the organization and knowledge sharing. The findings of this research provide important insights into the relationship between HR diversity management and employee work outcomes.

Cultural diversity management in Australian manufacturing organisations

Australia has a high level of cultural diversity, particularly within the manufacturing sector. Yet the management of cultural diversity in Australia has only been mediocre. The aim of this study was to examine whether human resource diversity management practices in the Australian manufacturing sector have improved since the previous study by D’Netto and Sohal (1999). The intervening period has been characterised by the progression of diversity management research and practice from nascency to acceptance as a mature sub-field of management and human resource management. In addition, significant changes have occurred in the manufacturing sector. The results of our study of 119 manufacturing organisations indicated that positive changes in HR diversity management have occurred with the passage of time. The overall performance of manufacturing organisations in Australia, with respect to the use of human resource diversity management practices is no longer ‘mediocre’ and can now be classified as ‘above avera...

Unfair dismissals in Australia: does arbitration help employees?

Purpose – To determine the factors associated with arbitration awards in unfair dismissal complaints under Australian federal legislation and to assess whether employees benefit from arbitration.Design/methodology/approach – This research involves an empirical analysis of 342 decisions in 17 industries by arbitrators in the Australian Industrial Relations Commission over the four year period 1997‐2000. Logistic and ordinary least squares regression are used to analyse the data.Findings – The findings of this study indicate that 50.6 per cent of arbitration decisions were in favour of employees and only 10.8 per cent of complainants were reinstated. Independent variables which are significantly associated with each of the three dependent variables are identified.Research implications/limitations – The results of this study enable researchers to gain a deeper understanding of the arbitration process and recognise independent variables that are associated with the arbitrators decision in unfair dismissal ca...

Impact of the 2007–09 global economic crisis on human resource management among Chinese export-oriented enterprises

This research study examines the impact of the 2007–09 global economic crisis on human resource management (HRM) practices among export-oriented enterprises in Chinas coastal regions. Data were obtained from 184 firms in the first phase of the study, using a structured questionnaire. In the second phase, in-depth semi-structured interviews were conducted with 18 firms. The findings of our study indicate that ‘retrenchment’ was the most common HRM strategy adopted. The global economic crisis affected all major HRM functions, but had the weakest impact on performance management. While retrenchment played an important role in cost reduction, organizational downsizing and workforce casualization are likely to have had a negative impact on long-term competitiveness and sustainability. We discuss here some effective HR strategies, such as talent acquisition, employee involvement and maintenance of employee compensation, which organizations can adopt to tide over an economic recession.

Single or Multiple Organizational Identities: The Management Consultant's Dilemma

In this article, we examine the signals consulting firms send to clients and the public through the identities they publish on their websites. The paper begins with a review of academic and practitioner literature on consulting identities and typologies. The literature review leads us to conclude that the consultant cannot be conceptualized by a single definable construct but rather by multiple typologies. To demonstrate this we establish a theoretically informed framework summarizing the main consulting identities from extant literature. The framework is then applied to a sample of 50 consulting organizations currently operating in Australia. Through the application of this framework, the identity of the consulting firms are seen to be multiple and sometimes contradictory in nature. Finally, we discuss the possible strategic implications of identity multiplicity, correlating identity with legitimacy and impression management techniques.

Cultural Diversity Competencies of Managers in the Australian Energy Industry

Australia has one of the most culturally diverse populations in the world with 27% of the population born outside Australia. This has resulted in increasing diversity in the Australian Energy Industry. Managers within this industry need a much greater level of capability in managing cross culturally. Yet organizations have not focused adequately on developing these diversity management competencies. This study developed an original model called the Diversity Management Competency Model (DMCM) based on a comprehensive review of the literature. The model consists of four quadrants which encompass understanding self, understanding others, workplace analysis and workplace application. The model was used to investigate the extent to which managers in this industry believe they have developed diversity management competencies. The sample consisted of thirty managers from the electricity industry in Victoria (Australia). The sample was obtained through the use of an extensive network of personal contacts and the snowballing process. Every attempt was made to gain participants from across the industry (from generators through to retail distributors of electricity). The participants included functional managers; principally in operations and maintenance and in support functions like procurement, finance and human resources. Some participants were contacted through their employing organization while other participants were contacted directly. A total of thirty managers were interviewed for the research. The managers participated in individual semi structured interviews of approximately thirty minutes. Each interview was conducted on an individual basis, either face to face or via the telephone. The main research question investigated the extent to which managers in the Victorian Energy Industry believe they have developed the competencies identified in the DMCM to effectively manage diversity in the workplace. Analysis of the data indicated that the level of competencies possessed by managers in Quadrant 1 was “Moderate”. Participants were able to provide some examples of the steps they took to improve diversity awareness. They also indicated that they possessed a learning orientation and were able to revise their own strategies to manage diversity. However, the responses indicated that managers had a “Low” level of competencies for the other three quadrants which included understanding others, workplace analysis and workplace application. Participants really struggled to provide examples to support the competencies identified in the last three quadrants. The DMCM can be used to identify competency deficiencies and organizations can provided management development programs to address these deficiencies. In addition, the model can be used as a screening device in the recruitment process.