Identity Matters: Advancing Diversity and Inclusion Through Effective Human Resource Management

Dear Colleagues,

In an increasingly interconnected and complex world of work, effective human resource management can no longer be separated from issues of diversity and identity. Organisations today operate within multicultural, multigenerational and globally networked environments where employees bring diverse identities, lived experiences, values and expectations into the workplace (Carrim & Senne, 2016). These dimensions of difference shape how individuals experience inclusion, leadership, belonging, career progression, wellbeing and organisational culture (Carrim, 2017; Shore et al, 2018). As a result, diversity and identity have become central strategic concerns for human resource management rather than peripheral compliance issues.

This Special Issue, Identity Matters: Advancing Diversity and Inclusion Through Effective Human Resource Management, seeks to advance critical, contextual and practice-oriented conversations on how organisations can create equitable, inclusive and socially responsive workplaces. We invite scholars, practitioners and thought leaders to explore the evolving relationship between HRM practices and the diverse realities of employees across race, gender, age, disability, culture, language, sexuality, religion, indigeneity and other identity markers.

The Special Issue aims to interrogate both opportunities and tensions associated with diversity and identity in contemporary organisations. Contributions may examine topics such as inclusive leadership, diversity management, employee voice, psychological safety, intersectionality, identity work, workplace belonging, equity in talent management, hybrid work environments, wellbeing, organisational justice and the role of HRM in fostering transformation and sustainable organisational cultures (Shore et al., 2011; Roberson, 2019).

Importantly, this issue encourages contributions from diverse geographical and cultural contexts, particularly voices from the Global South, where historical, socio-political and economic realities continue to shape workplace experiences in unique ways. By creating space for interdisciplinary dialogue and critical reflection, this Special Issue hopes to contribute to the development of more humane, ethical and inclusive HRM practices that recognise diversity and identity as sources of strength, innovation and organisational resilience (Hossain, 2023). 

References

Carrim, NMH (2017). Muslim identity in corporate South Africa. A reflexive approach.  In J. Mahadevan & J.C. Mayer (Eds.), Islam, workplace diversity and reflexive HRM (pp. 77-94). New York, NY: Routledge

Carrim, NMH & Senne, Y. (2016). Challenges faced by South African Human Resource practitioners in multinational companies. In Zakaria, N., Abdul-Talib, I. & Osman, N. (eds.), Handbook of research on impacts of international business and political affairs on the global economy (pp. 133-153). Pennsylvania, USA: IGI Global Publishers.

Hossain, M. I. (2023). Managing diversity through human resource management: a USA perspective and conceptual framework. Archives of Business Research, 11(8), 292-306.

Roberson, Q. M. (2019). Diversity in the workplace: A review, synthesis, and future research agenda. Annual review of organizational psychology and organizational behavior, 6(1), 69-88.

Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018). Inclusive workplaces: A review and model. Human resource management review, 28(2), 176-189.

Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of management, 37(4), 1262-1289.

Prof. Dr. Nasima Carrim
Dr. Munish Gupta
Guest Editors

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• human resource management
• diversity and inclusion
• workplace identity
• inclusive leadership
• organisational culture
• equity and belonging
• employee wellbeing
• intersectionality