HRMT19016 Contemporary HRM Issues: Annotated Bibliography

This annotated bibliography, prepared for the HRMT19016 Contemporary HRM Issues course, comprises four peer-reviewed journal articles focusing on diversity management, leadership, and their impact on organizational performance. The articles explore challenges in managing diverse workforces, the influence of transformational leadership and organizational culture on employee commitment, the interplay between identity and diversity, and the prospects and challenges of workplace diversity. Each entry includes a summary of the article's content, methodology, strengths, and limitations, providing a comprehensive overview of the research and its relevance to contemporary HRM practices. The bibliography aims to support a business case assignment, demonstrating critical understanding of human resource issues through research and evaluation of academic sources, aligning with the course's learning objectives.

Running head: ANNOTATED BIBLIOGRAPHY
ANNOTATED BIBLIOGRAPHY
Name of the student
Name of the university
Authors Note

1
ANNOTATED BIBLIOGRAPHY
Article 1:
Shaban, A. (2016). Managing and Leading a Diverse Workforce: One of the Main
Challenges in Management. Procedia-Social and Behavioral Sciences, 230, 76-84.
The article talks about the challenges faced while managing and leading a distinct
workforce in the workplace. Recently, it has been found that more responsibilities are being
given to the workforce to work on big projects. The study aims at managing the diversity at the
workplace by bringing people from different cultures together through joint ventures, mergers
and alliances of the organisations. Coordinating the employees from a distinct culture will help
in recognising the efforts required for higher quality products, meeting the customer's
satisfaction level and providing active services (Islam, Jasimuddin & Hasan, 2015). The data
collection method of the research is qualitative. It contains the secondary data from distinct
sources such as books, articles, journals and newspapers. The reports includecontain the
perspective of different researchers and also analyses two different leadership theories for
leading the productive workforce. The leader-member exchange theory and the Hill’ leadership
model have been discussed in this article for active work engagement and performance
(Gutermann, 2017).
The strength of this article is that a qualitative data collection method is used and analysis
is done based on the different research question. Secondary data collected through various
sources saves time and money. It is easily accessible. The quality of secondary data is likely to
be higher than that of the primary data as one can quickly identify the gaps and drawbacks in the
study and can collect the additional information. The research is descriptive. It carries two
leadership theories to analyse the diversity in an organisation. It also takes some steps that will
help in managing the diverse team and will assist in carrying out the research. Another strength

2
ANNOTATED BIBLIOGRAPHY
is that the inductive data analysis approach is followed. Summarisation and categorisation
method is developed. Summarising data is the method of producing brief research rather than
longer one, and it helps in determining the importance and purpose of this study. Categorisation
helps in collecting all the data from several resources and then compiling it to produce the result
of the research. However, the study is limited on to the data provided by different researchers. It
does not contain any latest data. The data used may be inappropriate and outdated. Time
constraints were also a significant factor for conducting secondary research. The findings from
the above data have helped me in doing my analysis of the management and the leadership of
workforce diversity in the organisation. It highlights the cultural differences in the workplace and
provides insights into the acceptance of diverse skills and individual differences (Yi et al., 2015).
It helps in explaining how the different team can improve the overall performance and solve the
problems of the organisation. It also helps in identifying the advantages and disadvantages of
managing the diverse group effectively and leading it efficiently for the smooth functioning of
the organisation.
Article 2:
Ashikali, T., & Groeneveld, S. (2015). Diversity management in public organisations and its
effect on employees' affective commitment: The role of transformational leadership
and the inclusiveness of the organisational culture. Review of Public Personnel
Administration, 35(2), 146-168.
This article talks about the relation between the public organisation and the active
employees’ commitment. The study aims to bring the importance of diversity management in the
different public organisation and its implications to attract and retain the diverse workforce. A
hypothesis test is conducted to review the research on the intervening roles of the

3
ANNOTATED BIBLIOGRAPHY
transformational style of leadership. The article discusses different author policies that improve
the legitimacy and reveal their exemplary part of leadership. It highlights the critical factor that
contributes to behaviour, attitude and performance of a productive and efficient employee.
Primary research was conducted to do the research. The survey contains the complete responses
of 10,976 employees from Dutch public sector organisation. A theoretical framework is designed
to perform the hypothesis test using the data (Moon, 2018). The structural equation model,
AMOS 20 and SPSS 20 are used to analyse the data. This article also discusses the future
implications of diversity management.
The article is descriptive. The strength of the article is that it contains the primary
research data of 10,976 complete responses from Dutch public sector is used in conducting the
hypothesis test. It accurately and adequately explains the sampling technique. The article is
organised and provided detailed insights. It contains a theoretical framework that helps in
understanding the effect of diversity management on the employees and its influence on the
transformational style of leadership (Meier & O’Toole, 2013). It includes the studies of different
researchers and HR policies and practices in the organisational culture. The hypothesis explained
in the study helps in understanding the significance and effect of diversity on employees’ skills
of management (Ramdhani, Ramdhani & Ainissyifa, 2017). The first hypothesis states the
affective commitment of employees’ in managing diversity in the organisation. The second
hypothesis states the achievement of the more inclusive organisational culture. The third
hypothesis states the inclusiveness to increase the employees' commitment in the organisational
culture. The fourth hypothesis states the positive effect of the transformational leadership style
into the organisational culture and diversity management. The fifth hypothesis states the
organisational culture magnitude between the affective commitment of the employees’ and

4
ANNOTATED BIBLIOGRAPHY
transformational leadership. The sixth hypothesis states the interlinking of active employee
commitment and diversity management is intervened by the transformational style of leadership
and organisational culture inclusiveness. These hypotheses will help in supporting the study and
effectively managing the diverse workforce in corporate culture. However, the study is limited to
some extent. Direct or indirect observations of variables conduct empirical research. The study is
conceptually limited as it contains only some of the dimensions of the transformational style of
leadership and organisational culture (Phaneuf et al., 2016). The article includes the old research
and studies. It does not contain any latest research, data or technology for the evidence.
Article 3:
Holck, L., Muhr, S. L., & Villesèche, F. (2016). Identity, diversity and diversity
management: On logical connections, assumptions and implications for practice.
Equality, Diversity and Inclusion: An International Journal, 35(1), 48-64.
This article determines the connection between identity literature and diversity literature.
It explains the better understanding of both the writings and its practices. The study shows how
the individual’s perception and implication of diversity theory. The article aims at explaining the
importance of identity and identification to accept diversity. It describes the concept of diversity
in socially and dynamic context. It highlights the detailing and application of three identity
theory perspectives along with each of its limitations. These are social identity theory, floating
identities and a post-structural perspective (Holck, Muhr & Villesèche, 2016). The approach of
this study is to review the identity and diversity literature by discussing and examining the
theoretical as well as practical concepts. The article examines the influence of identity on
diversity, and it shows the analysis of variance using different actions. It compares the different
perspectives for successful and effective diversity management in an organization.

5
ANNOTATED BIBLIOGRAPHY
The strength of the article is that it is descriptive and contains the theoretical concept of
diversity management. The research is qualitative and uses secondary data for the study. The use
of secondary data helps in saving time and money. It briefly describes the concept of diversity
management using the three perspectives. Firstly, the Social Identity Theory defines the identity
of an individual as to how a person sees himself as well as others. This theory helps us to focus
on race and gender demographics attributes as they are considered the most reliable predictors in
the formation of a group within an organisation (Brown, 2015). Secondly, Floating Identities
Theory navigates between identity regulation and identity work. This theory helps us to provide
different frames of roles, scripts ad subjects of social structures (Bardon et al., 2015). Thirdly, a
post-structural perspective implies the self or to an issue and brings out our shaping of
relationship with power (Hodson, 2018). The article contains a different perspective and theories
of various researchers. It adequately explains the implications of future diversity research. It
includes a business case that promotes the concept of diversity. The article has appropriately
explained the importance and critiques of each perspective. However, there are some limitations
to the study. The study overlaps, and the different aspects are not explained using the latest
examples, case or practice. The comparison of all the perspectives is not taken into account. The
research contains the old studies of researchers. The business case helps in identifying the
relevant context, but it cannot be put into action. The above analysis helps in understanding the
development and management of diversity in the organisation. It explains the HR policies and
frameworks that determine the different plans and their justification. The article helps us in
understanding the importance of various scholars in identifying the research for future
development in diversity management.
Article 4:

6
ANNOTATED BIBLIOGRAPHY
Cletus, H. E., Mahmood, N. A., Umar, A., & Ibrahim, A. D. (2018). Prospects and
Challenges of Workplace Diversity in Modern Day Organizations: A Critical
Review. HOLISTICA–Journal of Business and Public Administration, 9(2), 35-52.
This article talks about the holistic view of the diversity that exists among the people in
the workplace. It determines the different psychological and sociological attributes that exist
within an individual or a group in an organisation (Cletus et al., 2018). Workplace diversity is
considered as one of the top challenges faced by any management in the organisation. The paper
highlights the different issues that have an impact on the workplace in the modern world. It
provides the insights of different perspectives, challenges and benefits of workplace diversity
(Dhuppar, 2015). This article reviews different authors’ policies that reflect the advantages and
disadvantages of difference in the workplace. It describes the benefits of diversity in the
workplace by improving the diverse skills of problem solving, critical thinking and professional
skills of the employee Davis, Frolova & Callahan, 2016). The study explains the cause and
strategies to overcome diversity. The article contains qualitative research done with the help of
theories and surveys by different authors.
The article is descriptive. It contains the various perspectives of different researchers. The
strength of the article is that the issues and challenges that arise in the workplace are briefly
examined with the help of different perspectives of the authors and researchers in the modern
world. The article clearly defines the different aspects and the benefits of diversity in the
workplace. It contains the various assertions that help in determining the critical approaches and
improvement in the problem solving skills of diversity in an organisation (Clark, 2017). The
study shows the different viewpoints and multiple perspectives in an organisation. It contains the
live world examples to support the research. It accurately explains the challenges faced in a

7
ANNOTATED BIBLIOGRAPHY
diverse workplace. The potential difficulties faced are as follows: the gender and the lifestyle
choices, mental or physical disabilities, cultural differences and ethnicity, generation gaps and
communication at the workplace (Walia & Malik, 2015). These issues need to be overcome to
avoid challenges in the workplace. The article has appropriately explained the importance of
each problem. However, the study carries very few limitations. The time and the money are the
two primary weakness of the article. The review does not carry any framework or equation
model to research a proper way and for the future growth of diversity management. The findings
from the above study help us in identifying, examining and highlighting the different challenges
and perspectives of workforce diversity at the workplace. It helps us in determining the various
aspects of training and programmes that will help in improving the notions or preconceptions
about the workplace. The study will benefit the future managers, employers and organisations in
adapting the reality of workplace diversity. It will help in maximising the profits and promoting
the difference in productivity at the workplace within an organisation.

8
ANNOTATED BIBLIOGRAPHY
References:
Bardon, T., Josserand, E., & Villesèche, F. (2015). Beyond nostalgia: Identity work in corporate
alumni networks. Human Relations, 68(4), 583-606.
Brown, A. D. (2015). Identities and identity work in organisations. International Journal of
Management Reviews, 17(1), 20-40.
Clark, K. R. (2017). Managing multiple generations in the workplace. Radiologic technology,
88(4), 379-396.
Cletus, H. E., Mahmood, N. A., Umar, A., & Ibrahim, A. D. (2018). Prospects and Challenges of
Workplace Diversity in Modern Day Organizations: A Critical Review. HOLISTICA–
Journal of Business and Public Administration, 9(2), 35-52.
Davis, P. J., Frolova, Y., & Callahan, W. (2016). Workplace diversity management in Australia:
what do managers think and what are organisations doing? Equality, Diversity and
Inclusion: An International Journal, 35(2), 81-98.
Dhuppar, S. (2015). Managing Workplace Diversity Challenges and Strategies. International
Journal of Research, 2(3), 346-351.
Gutermann, D., Lehmann‐Willenbrock, N., Boer, D., Born, M., & Voelpel, S. C. (2017). How
leaders affect followers' work engagement and performance: Integrating leader-member
exchange and crossover theory. British Journal of Management, 28(2), 299-314.
Hodson, J., Jackson, S., Cukier, W., & Holmes, M. (2018). Between the corporation and the
closet: Ethically researching LGBTQ+ identities in the workplace. Equality, Diversity
and Inclusion: An International Journal, 37(3), 283-297.

9
ANNOTATED BIBLIOGRAPHY
Holck, L., Muhr, S. L., & Villesèche, F. (2016). Identity, diversity and diversity management:
On theoretical connections, assumptions and implications for practice. Equality, Diversity
and Inclusion: An International Journal, 35(1), 48-64.
Islam, M. Z., Jasimuddin, S. M., & Hasan, I. (2015). Organizational culture, structure,
technology infrastructure and knowledge sharing: Empirical evidence from MNCs based
in Malaysia. Vine, 45(1), 67-88.
Meier, K. J., & O’Toole, L. J. (2013). Subjective organizational performance and measurement
Moon, K. K. (2018). Examining the relationships between diversity and work behaviors in US
federal agencies: Does inclusive management make a difference?. Review of Public
Personnel Administration, 38(2), 218-247.
Phaneuf, J. É., Boudrias, J. S., Rousseau, V., & Brunelle, É. (2016). Personality and
transformational leadership: The moderating effect of organizational context. Personality
and Individual Differences, 102, 30-35.
Ramdhani, A., Ramdhani, M. A., & Ainissyifa, H. (2017). Conceptual Framework of Corporate
Culture Influenced on Employees Commitment to Organization. International Business
Management, 11(3), 826-830.
Walia, M. S., & Malik, R. (2015). Workforce Diversity Management: Essence of Modern
Organisations. Editorial Board.
Yi, X., Ribbens, B., Fu, L., & Cheng, W. (2015). Variation in career and workplace attitudes by
generation, gender, and culture differences in career perceptions in the United States and
China. Employee Relations, 37(1), 66-82.