Strategic Human Resource Management A Deeper...

Fernando Martà ­n, A., Pedro Miguel Romero, F., Gonzalo Sà ¡nchez, G. (2013). Workforce diversity in strategic human resource management models. Cross Cultural Management, 20(1), 39-49. doi: http://dx.doi.org/10.1108/13527601311296247 RQ How effective is workforce diversity without a deeper understanding of the dominant and minority cultures in human resource management? The article expounded on how strategic human resource management can get the most out of workforce diversity via the universalistic, contingent and configurational perspectives. With the inclusion of cross-cultural initiatives, the authors concluded that a diverse workforce is possible if human resource management engages strategies that delineate cross-cultural and diversity-oriented models. Lauring, J. (2013). International diversity management: Global ideals and local responses. [Article]. British Journal of Management, 24(2), 211-224. doi: 10.1111/j.1467-8551.2011.00798.x RQ What elements of international diversity management need to be implemented without compromizing business operations in host countries? The author alluded to the fact that demographic diversity has increased over the years to to advances in technology and globalization, while human resource personnel with international diversity management skills and experience is minimal. This has resulted in diversity management practices mismatch between global intergration and local open-mindedness. According to the article, it is a must forShow MoreRelatedManaging Diversity3506 Words   |  15 Pageshas consequences for the fundamental organisational culture and an obligation of differences whereas narrow definitions of diversity focus on eliminating biased practices based on personal characteristic. Many organisations adopt equal opportunities policies because of external pressures. 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