HR leaders hold the key to effective diversity management: … as more and more important decisions are taken at local level

Abstract

Purpose

Observes that diversity management (DM) is central to the human resource management (HRM) function in work organizations, and the past decade has seen employers seeking to establish more devolved management structures that place more emphasis on local-level managerial decision-making.

Design/methodology/approach

Argues that an important component of this shift in many organizations has been the reconfiguration of the role of first-line managerial leader (FLML) to encompass a wider range of HRM responsibilities. Hence, diversity management and leadership in this regard are a key HRM role for leaders and managers.

Findings

Highlights case-study evidence to illustrate how far the success or otherwise of such a process of change is explicable in terms of the role played by four inter-related sets of factors which are key elements linked to organizational learning and strategic fit.

Practical implications

Advances the view that organizations that wish to enhance the HRM/DM role and performance of FLMLs need to adopt a holistic strategic approach which encompasses organizational learning and FLML strategies.

Originality/value

Demonstrates that organizations that use an integrated framework to help with the close co-ordination of business and HRM activities are likely to perform better as they engage in effective learning.

Citation

Martins, L.-P. (2015), "HR leaders hold the key to effective diversity management: … as more and more important decisions are taken at local level", Human Resource Management International Digest, Vol. 23 No. 5, pp. 49-53. https://doi.org/10.1108/HRMID-05-2015-0093