THE IMPACT OF DIVERSITY AND  EQUALITY MANAGEMENT ON FIRM  PERFORMANCE: BEYOND HIGH  PERFORMANCE WORK SYSTEMS

A R M S T R O N G, C L A I R E; F L O O D, PAT R I C K C .; G U T H R I E, J A M E S P.; L I U, W E N C H U A N; M A C C U R TA I N, S A R A H; MKAMWA, THADEUS

dc.contributor.author	A R M S T R O N G, C L A I R E
dc.contributor.author	F L O O D, PAT R I C K C .
dc.contributor.author	G U T H R I E, J A M E S P.
dc.contributor.author	L I U, W E N C H U A N
dc.contributor.author	M A C C U R TA I N, S A R A H
dc.contributor.author	MKAMWA, THADEUS
dc.date.accessioned	2025-02-24T04:36:58Z
dc.date.available	2025-02-24T04:36:58Z
dc.date.issued	2010
dc.identifier.uri	http://digitalrepository.cipmlk.org/handle/1/732
dc.description.abstract	This article demonstrates that a diversity and equality management system (DEMS) contributes to fi rm performance beyond the effects of a traditional high-performance work system (HPWS), which consists of bundles of work practices and policies used extensively in high-performing fi rms. A DEMS typi cally includes diversity training and monitoring recruitment, pay, and promo tion across minority or other disadvantaged groups. Our analysis of quantita tive data from service and manufacturing organizations in Ireland confi rms that HPWS practices are associated with positive business performance and fi nds specifi cally that DEMS practices are positively associated with higher labor productivity and workforce innovation and lower voluntary employee turnover	en_US
dc.language.iso	en	en_US
dc.relation.ispartofseries	Human Resource Management;49(6)
dc.subject	diversity and equality management, high performance work system, labor productivity, workforce innovation, voluntary turnover, fi rm-level performance	en_US
dc.title	THE IMPACT OF DIVERSITY AND EQUALITY MANAGEMENT ON FIRM PERFORMANCE: BEYOND HIGH PERFORMANCE WORK SYSTEMS	en_US
dc.type	Article	en_US