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학제간연구 과학기술학 뇌인지과학 기술정책 기타 복합학

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논문 기본 정보

자료유형
학술저널
저자정보
저널정보
한국유통경영학회 유통경영학회지 유통경영학회지 제23권 제1호
발행연도
2020.2
수록면
17 - 28 (12page)

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Purpose: As the important effect of diversity on improving organization’s competitiveness, diversity management has become a hot issue in the organizations. But, there is a dearth of research regarding how to implement diversity management practices under a boundary context. To stress the gaps by previous research, this study aims at providing an integrated framework on why and how to implement diversity management in the Chinese context. Three main research questions are explored in this study: a) What motivates the organization to implement DM? b) Can HR diversity management be beneficial for the organization? c) How to implement HR diversity management in the Chinese context?Research design, data, and methodology: A 437 questionnaires were collected from domestic and foreign-owned firms in China. A confirmatory factor analysis (CFA) was conducted to check the adequacy of the measurement components of the proposed model. And, a structural equation model (SEM) was conducted in Mplus 7.4 statistical package to test the relationships between antecedents, outcomes and HR diversity management. Results: This study found that business driver, legislation driver and CSR driver were significantly related to top management’s commitment to diversity management. In particular, the CSR driver had the strongest impact on top management’s commitment to diversity management. Top management’s commitment to diversity management was positively related to HR diversity management. Further, the findings showed that HR diversity management was positively related to organizational performance(i.e., innovation performance and HR performance). Conclusions: The appropriate DM approach has not reached a consensus and managing diversity is still a challenge for most organizations. Given the important effect of stakeholder on providing sustainable competitive advantage, the organizations should put effort into applying diversity management from a social responsibility perspective. The results highlight the critical role of top management in the implementation of HR diversity management. In order to establish a complete HR diversity management system, the top managers should provide more commitment to DM, which not only include the positive attitude towards diversity issues, but also contain direct and indirect support. As the results have shown, HR diversity management provide practitioners with a good starting point to improve innovation performance and HR performance.

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참고문헌 (44)

참고문헌 신청
Armstrong, C. / 2010 / The impact of diversity and equality management on firm performance: Beyond high performance work systems / Human Resource Management 49(6):977~998 google schola Ashikali, T. / 2015 / Diversity Management for All? An Empirical Analysis of Diversity Management Outcomes across Groups / Personnel Review 44(5):757~780 google schola Avery, D. R. / 2008 / What are The Odds? How Demographic Similarity Affects the Prevalence of Perceived Employment Discrimination / Journal of Applied Psychology 93(2):235~249 google schola Becker, B. / 1996 / The Impact of Human Resource Management on Organizational Performance : Progress and Prospects / Academy of Management Journal 39(4):779~801 google schola Bezrukova, K. / 2012 / Reviewing Diversity Training : Where We Have Been and Where We Should Go / Academy of Management Learning & Education 11(2):207~227 google schola

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