University of Southern Queensland, Faculty of Business, Department of Management and Organisational Behaviour
Abstract
Managing diversity is usually viewed in broad conceptual terms as recognising
and valuing differences among people; it is directed towards achieving organisational
outcomes and reflects management practices adopted to improve the effectiveness of
people management in organisations (Kramar 2001; Erwee, Palamara & Maguire 2000).
The purpose of the chapter is to examine the debate on how diversity management
initiatives can be integrated with strategic human resource management (SHRM),
and how SHRM is linked to organisational strategy. Part of this debate considers
to what extent processes associated with managing diversity are an integral part
of the strategic vision of management. However, there is no consensus on how a
corporate strategic plan influences or is influenced by SHRM, and how the latter
integrates diversity management as a key component.
The first section of the chapter addresses the controversy about organisations as
linear, steady state entities or as dynamic, complex and fluid entities. This
controversy fuels debate in the subsequent sections about the impact that such
paradigms have on approaches to SHRM. The discussion on SHRM in this chapter will
explore its links to corporate strategy as well as to diversity management.
Subsequent sections propose that managing diversity should address sensitive topics
such as gender, race and ethnicity. Finally, attention is given to whether an
integrative approach to SHRM can be achieved and how to overcome the obstacles
to making this a reality
