Synthesis on Effect of Diversity on Hrm

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Technological University of the Philippines

Taguig Campus

In Partial Fulfillment
of the Requirements for the Course
Masters in Management – Graduate Program
MM505 – Human Resource Management

Synthesis on
Effect of Diversity on Human Resource Management
and Organizational Performance

By: Chia-Mei Lu, Shyh-Jer Chen, Pei-Chi Huang, Jui-Ching Chien

Submitted by:

Cely Rose Apple M. Pangan

Submitted to:

Vicente G. Arevalo, Ed. D.

1. Introduction

Diversity refers to differences in individuals’ characteristics or attributes that result in the perception that others are different from oneself. (Van Knippenberg & Schippers, 2007). Diversity among organizations affects the human resource management and even the organization performance itself. It may come in different types according to studies and literature which may affect differently in employee performance.

The study aims to explore the nature of strategic human resource management (HRM) and diversity to organizational performance. Managing diversity is considered a challenging task for HR managers especially in modern organization. According to Benschop (2001), most of strategic management models implicitly assumed workforces as generic and homogenous in nature without considering internal differences among employees.

1. Body

Age diversity, professional tenure diversity and expertise diversity relates on the strategic human resource management and organizational performance. It may be considered that there will be stronger relationship under high age diversity while weaker relationship under low age diversity. Organizations may have a hierarchical nature wherein senior personnel tend to influence junior ones in terms work responsibilities and how they want the work to be based on their experiences.

In professional tenure diversity, it may be considered that there will be a stronger relationship under high professional tenure compared to lower professional tenure. An employee who has gained years in the current position may strongly influence those new employees who are in the adaptation phase in the organization. Seniority in job positions will definitely affect the organizational performance of employees.

Considering expertise diversity, there may be stronger relationship for those under high expertise diversity than those under low expertise diversity. Employees who have mastered the skills in his current position will have a high percentage of achieving his targets whereas a new employee who are still learning the new skill might be have a limited capability satisfying required targets.