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When effectively synergized, uniqueness from employee diversity can be conducive to original ideas and solutions in the tourism services. The purpose of this study is to unfold how and when diversity-oriented human resource (HR) practices impact creativity among employees working in tour companies.

Participants in this research project comprised employees and their direct managers working in tour companies in Ho Chi Minh City, Vietnam.

The results provided evidence for the positive influence of diversity-oriented HR practices on employee creativity through the mediation channel of knowledge sharing. Diversity climate fortified the effects of diversity-oriented HR practices on knowledge sharing among employees. Besides, the findings lent support for the moderating role of group diversity regarding age, expertise, openness and extroversion in the current research model.

This study advances both diversity management and organizational research streams and marks the convergence between them.

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.

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.

From factor analysis, seven categories of DHRM practices emerged. The findings showed marked differences in these seven DHRM practices categories aimed at managing diversity.

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.

Managers can use the seven types of DHRM practices identified as criteria to choose an adequate pattern for HRM practices to manage diversity.

The typology developed in the study has foundations in specific diversity-related HRM practices rather than based on generic HRM typologies.

Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP.

The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability.

The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD.

This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes.

The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD.

This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

Contemporary organizations are increasingly paying attention to incorporate diversity management practices into their systems in order to promote socially responsible actions and equitable employment outcomes for minority groups. The aim of this paper is to seek to address a major oversight in diversity management literature, the integration of organizational justice principles.

Drawing upon the existing literature on workforce diversity and organizational justice, the authors develop a model based on normative principles of organizational justice for justice‐based diversity management processes and outcomes.

The paper proposes that effective diversity management results from a decision‐making process that meets the normative principles of organizational justice (i.e. interactional, procedural and distributive justice). The diversity justice management model introduced in this article provides important theoretical and practical implications for establishing more moral and just workplaces.

The authors have not tested the conceptual framework of the diversity justice management model, and recommend future research to take up the challenge. The payoff for doing so is to enable the establishment of socially responsible workplaces where individuals, regardless of their background, are given an equal opportunity to flourish in their assigned jobs.

The diversity justice management model introduced in this paper provides organizational justice (OJ)‐based guidelines for managers to ensure that OJ can be objectively benchmarked and discussed amongst diversity stakeholders to continuously improve actual and perceived OJ outcomes.

The social implication of this conceptual paper is reduction of workforce marginalization and establishment of socially responsible organizations whereby those marginalized (e.g. people with disabilities) can effectively work in their organizations.

This is the first attempt to establish a diveristy justice management model, which incorporates normative principles of organizational justice into diversity management processes and outcomes.

This study aims to examine the effects of diversity-oriented leadership and strategic internal communication on employees’ knowledge-sharing behavior during a crisis situation, coronavirus (COVID-19) outbreak in particular. Integrating knowledge sharing research with internal crisis communication literature as well as self-determination theory, the mediating roles of employees’ intrinsic needs satisfaction are also identified.

An online survey was conducted with 490 full-time employees in the USA across industry sectors during the COVID-19 outbreak.

Results suggest that diversity-oriented leadership contributes to transparent internal communication during a crisis and increases employees’ satisfaction of autonomy, competence and relatedness needs. Transparent internal communication also increases employees’ intrinsic needs satisfaction, which in turn fosters their job engagement and knowledge-sharing behavior during the crisis.

This study is one of the earliest studies to demonstrate the effectiveness of diversity-oriented leadership and strategic internal crisis communication in enhancing employees’ knowledge-sharing behavior, especially in the context of COVID-19.

The purpose of this paper is to examine relational and task dimension of online communication and the associated emotional experience.

This paper examines four categories of work outcomes: emotional experiences of work, work attitudes, work dynamics and work behaviours; and links each to the cross‐cultural online communication context.

It was found that diversity‐oriented HRM can reduce the cultural fault‐lines between individualist and collectivist (IC) cultures, and thereby positively moderate the relationship between cross‐cultural online communication and affective, cognitive and behavioural outcomes.

Diversity‐oriented HRM can capitalize on an organisation's cultural diversity and avoid cross‐cultural misunderstandings. In a more practical sense, the research purports that combined use of IC HRM practices can produce greater efficiency and effectiveness in online communications worldwide.

The paper provides an insight into the potential implications of increased use of information technology on cross‐cultural communication, and human resource management. The significance of diversity‐oriented human resource management in managing these implications is also highlighted.

Workforce diversity is considered one of the main challenges for human resource management in modern organizations. Despite its strategic importance, the majority of models in this field implicitly consider workforce as a generic and homogeneous category, and do not take into account cultural differences among employees. The aim of this paper is to present a systematic review of the literature on diversity among employees in strategic human resource management (SHRM). The objective of this conceptual analysis is to identify limitations in previous research and unresolved issues that could drive future research in this field.

To develop this conceptual analysis, the paper reviews previous literature on SHRM, drawing on the distinction between the universalistic, contingent and configurational perspectives. Each of these approaches is explored, looking for the way in which they have treated workforce diversity and cross‐culturality.

The paper concludes that managing a heterogeneous workforce requires a holistic transformation of human resource strategies. Nevertheless, efforts to define cross‐cultural and diversity‐oriented models still remain undeveloped. Limitations of previous research in the diversity‐SHRM field are indentified in the paper.

Drawing on the limitations of the treatment given to diversity in SHRM research, the paper identifies four research questions that still need to be addressed: deeper analysis of the concept of diversity, introduction of psychological processes mediating the diversity‐performance relationship, development of diversity oriented SHRM typologies and redefinition of performance indicators to measure the effects of diversity.

This paper proposes a theoretical model to illustrate present state of the art and future research lines in the fields of diversity, cross‐cultural management and SHRM.

The purpose of this paper is to investigate the relationship between diversity management (i.e. diversity-focused human resource (HR) practices related to recruitment and selection, training and development, performance appraisal and compensation) and perceived firm performance, and the mediating effect of procedural justice.

Primary data based on 400 respondents of 162 organizations operating in India were analysed using statistical tools such as factor analysis, analysis of variance (ANOVA) and multiple regression analysis.

Multiple regression analysis indicated that diversity-focused HR practices had a positive association with perceived firm performance. Further, it was found that procedural justice played a partially mediating in the relationship between diversity-focused HR practices and perceived firm performance.

This paper relied on self-report surveys for data collection, and there laid a possibility of common method variance in the result findings. Hence, future studies should collect data from multiple sources by using multiple methods (e.g. interviews, surveys, peer reports, etc.).

The first implication highlights that senior management’s support is a prerequisite to execute justice-based diversity management processes, which in turn aid in harvesting the true potentials of diversity. Second, organizations should adopt an egalitarian approach while formulating and implementing diversity management initiatives to accentuate the fair and just perceptibility of procedures among employees.

This study sheds new light on the effects of diversity-focused HR practices on firm performance (perceived) in Indian context.

The purpose of this paper is to link previous research on diversity, social capital and strategic human resource management (SHRM), and propose a model to explain how an SHRM system can moderate the effects of diversity on cognitive and relational dimensions of social capital.

Quantitative methodologies were used to address the study's research questions and hypotheses drawing on aggregated data obtained from 53 groups (228 individuals).

The empirical evidence analyzed rejected a deterministic view of the consequences of diversity, assuming that the extent to which they benefit group social interaction depends on certain conditions that can be managed by SHRM. Adopting a configurational point of view, it is concluded that different SHRM configurations can be used, depending on the effects of diversity that the organization wishes to moderate.

Future research should consider the particularities of the sample.

To define diversity‐oriented SHRM strategies, firms must start with a systematic analysis of their diversity profiles, studying the concrete relational and cognitive dynamics that heterogeneity causes.

This model considers the SHRM system as a construct that determines social interaction between employees and therefore moderates the effects of demographic and human capital diversity on group performance.

The purpose of this paper is to present a review of diversity management research published in hospitality and tourism-specific and business discipline-based journals. The study objectives include attempting to assess the progress of diversity management research in hospitality and tourism, identifying gaps between the general business diversity management literature and the hospitality and tourism literature and providing hospitality and tourism scholars with suggestions to advance knowledge in diversity management.

The study is a critical review of the existing diversity management literature in the general business and hospitality and tourism disciplines in an attempt to identify gaps and make suggestions for expanding this knowledge in the hospitality and tourism fields.

There are significant gaps between the diversity management scholarship conducted in hospitality and tourism disciplines and the general business field. Diversity management research in general business is far more in-depth and uses sociological and social psychological theoretical frameworks.

There are lessons to be learned from the general business literature that uses strong theoretical foundations deeply grounded in sociological, psychological, social-psychological and management theories. The general management literature also explores the conditions under which diversity management adds value or creates challenges for organizations.

The hospitality and tourism industry has employed large numbers of ethnic minorities, women and members of the lesbian, gay, bisexual and transgender community for decades. As such, it is critical that scholars explore the implications of such a diverse workforce not only on organizational outcomes, but also on individual and group performance. The general business diversity management research suggests that workgroup composition can influence individual and group performance, as well as the quality of co-worker relationships. Given the team-oriented, interdependent nature of work in the hospitality and tourism industry, it is imperative that researchers conduct studies that help practitioners understand the most effective perspectives and approaches to diversity management.

The critical literature review demonstrated that there is extremely scarce research on diversity management focusing on employees with disabilities. It is imperative to shed more light on best diversity management practices, workplace etiquette of this under-represented group of employees and their interaction with their co-workers.

This study’s results provide insight into areas of exploration that can significantly enhance the scholarship on diversity management in the hospitality and tourism literature.