The paper’s premise is based upon the finding that organisations have not been able to optimally harvest the diversity dividend in the absence of proper integration with strategy. The paper aims to address this gap in practice by proposing a framework.
A critical analysis of the diversity literature is conducted.
Multi-level, conceptual linkages with employee performance are derived and a five-point implementable agenda is outlined for the strategic human resource function.
This paper highlights for the practitioner, the value of having a structured approach to diversity management.
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