Introduction to Human Resource Management
Fourth Edition
SAGE Journal Articles
Select SAGE journal articles are available to give you more insight into chapter topics. These are also an ideal resource to help support your literature reviews, dissertations and assignments.
- This article draws on WERS data to explore the nature and incidence of EO policies in the UK. In particular, it assesses the extent to which such policies are ‘substantive’ or simply ‘empty shells’.
Hoque, K. and Noon, M. (2004) Equal opportunities policy and practice in Britain: Evaluating the ‘empty shell’ hypothesis, Work, Employment and Society, 18: 481–506.
- This article presents a typology of diversity strategies adopted by firms depending on the kind of critical resources that minority ethnic employees provide to an organisation. These strategies range from exclusion through to learning, where ethnic minority groups are viewed as bringing new perspectives and approaches to work that are essential to innovation.
Ortlieb, R. and Sieben, B. (2013) Diversity strategies and business logic: Why do companies employ ethnic minorities? Group & Organization Management, 38 (4): 480–511.
- This article reviews the managing diversity literature published between January 2000 and December 2005. It provides a useful overview of diversity literature and the range of approaches adopted and themes addressed.
Curtis, E. F. and Dreachslin, J. L. (2008) Diversity management interventions and organizational performance: A synthesis of current literature, Human Resource Development Review, 7 (1): 107–34.
- This article provides an excellent critique of diversity management, particularly the associated business case, and challenges its logic and the dangers of adopting such an approach in practice.
Noon, M. (2007) The fatal flaws of diversity and the business case for ethnic minorities, Work, Employment and Society, 21 (4): 773–84.
- This article presents a discussion of the research findings from interviews conducted with HR managers on the subject of diversity. In particular, it discusses how HR managers define diversity, how their diversity discourses reflect existing managerial practices and underlying power relations, and how they reaffirm or challenge those managerial practices and power relations.
Zanoni, P. and Janssens, M. (2004) Deconstructing difference: The rhetoric of human resource managers’ diversity discourses, Organization Studies, 24 (1): 55–74.
- This excellent article, summarised in Box 11.5, outlines research findings from a study of the impact of diversity management practices in five elite UK law firms and how competing policies and entrenched attitudes among hiring managers tend to act to maintain traditional barriers to entry to such firms for under-represented groups, notably on the basis of social class and background.
Ashley, L. (2010) Making a difference? The use (and abuse) of diversity management at the UK’s elite law firms, Work, Employment and Society, 24 (4): 711–27.
- This extensive literature review covers many of the issues raised in the discussion of diversity management earlier in this chapter but with a specific focus on identifying the limitations of both research and practice in the field that fail to reflect crosscultural differences.
Jonsen, K., Maznevski, M. and Schneider, S. (2011) Diversity and its not so diverse literature: An international perspective, International Journal of Cross Cultural Management, 11 (1): 35–62.