Developing an empirical typology of diversity-oriented human resource management practices

Abstract

Purpose: The significance of human resource management in managing workforce diversity has been emphasized by researchers and various practices have been identified and prescribed in literature. However, there is lack of HR typologies to understand different diversity management alternatives. Hence, the purpose of this paper is to develop a typology of diversity-oriented human resource management (DHRM) practices for clear understanding. Design/methodology/approach: The study employs factor analysis approach for developing typology. In total, 31 human resource management practices covering the five functions of HR, i.e. recruitment, selection, performance evaluation, compensation and training were identified from literature. These practices were analyzed to investigate whether and how these 31 practices cluster into higher order DHRM practices categories. Findings: From factor analysis, seven categories of DHRM practices emerged. The findings showed marked differences in these seven DHRM practices categories aimed at managing diversity. Research limitations/implications: Future, survey researchers can use this typology of DHRM practices to design instruments that allow a more in-depth and differentiating analysis of role of HRM in managing diversity than those that have been carried out in previous research. Practical implications: Managers can use the seven types of DHRM practices identified as criteria to choose an adequate pattern for HRM practices to manage diversity. Originality/value: The typology developed in the study has foundations in specific diversity-related HRM practices rather than based on generic HRM typologies.