Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/54362
Authors: 
Martín Alcázar, Fernando
Romero Fernández, Pedro Miguel
Sánchez Gardey, Gonzalo
Year of Publication: 
2006
Citation: 
[Journal:] Investigaciones europeas de dirección de la empresa (IEDEE) [ISSN:] 1135-2523 [Volume:] 12 [Year:] 2006 [Issue:] 1 [Pages:] 225-250
Abstract: 
The transformation of actual societies draws organizations characterised more than ever by diverse workforces. Under this new circumstance, strategic human resource management models must be reconsidered, to break the classic assumption that employees constitute a generic and homogeneous category. In this sense, this paper defines diversity as a multidimensional construct, and analyse its effects on organizations, through the introduction of group dynamics as a variable that mediates the relationship between diversity and performance. Drawing on this explanation, this paper explores the role played by strategic human resource management in this process, applying the classical configurational model that distinguishes between control and commitment human resource patterns. From this analysis, we conclude that the strategic human resource system moderates the diversity-performance relationship. Therefore, positive or negative effect of diversity will depend on how human resource strategy, policies and practices are developed.
Subjects: 
diversity
strategic human resource management
human resource patterns
theoretical model
Document Type: 
Article

Files in This Item:
File
Size
170.64 kB





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.