A critical perspective on diversity and diversity management for a contextualised and conscious approach

Purpose- Recent literature highlights ambiguity regarding diversity management (DM) interventions and their impacts. This paper supports the idea that to avoid this ambiguity, a better contextualised and conscious DM approach is required, one that relies on a clear and solid connection between the meanings of difference, the DM interventions and the overall HR practices. Design/methodology/approach- Fifty HR professionals were involved. Based on the phenomenography recommendations, in-depth semi-structured interviews were developed and analysed. Findings- Results show multiple nuances and meanings associated with diversity and DM, indicating the need for complex and contextualized approaches to ensure the sustainability and effectiveness of DM. The analysis also reveals a tendency to work "by categories" and in response to problematic or urgent situations; this implies that DM is often not integrated into business and HR strategies. Results show that efforts must increasingly focus on identifying an organic approach, defined as an organisational mandate for the legitimacy of DM actions, i.e. intervention at individual, group and systemic levels; involving both internal and external stakeholders; and focusing on measurement and monitoring. Originality/value- The paper aims to show how DM risks leading to contradictory results if not contextualised and in dialogue with organisational realities. This research supports the advancement of a more profound understanding of DM without assuming diversity to be objectifiable a priori, analysing diversity and DM, and how these relate to the overall HRM approach.