AbstractStrategically managing workforce diversity is a value‐adding HR function that enhances organizational performance. Managing diversity is a complex and unique HR issue in India due to its religious and cultural diversity and the use of legislation by the Indian state to tackle societal inequities and complexities. This paper contributes to existing knowledge on diversity management and strategic HRM in the Indian context through an in‐depth case study of 24 firms of different ownership forms in a number of industries in India. The main method of data collection was semi‐structured interviews with 110 managers at various levels and 102 non‐managerial employees. Each interview was conducted individually. This paper takes the U.S.‐originated concept of diversity management in the HRM context as a starting point. It uses this as a guide to investigate how the concept is understood and operationalized in several leading business organizations across different ownership forms and industrial sectors in India. Results reveal the differences between Western MNCs and Eastern firms as well as the varying views of Indian managers and employees on issues related to diversity management. © 2010 Wiley Periodicals, Inc.

ABSTRACT The emergence of sustainability discourse has provided new avenues and momentum for human resource management (HRM) scholars to extend existing lines of enquiry and to generate new ones. This has led to a surge of research interest in sustainability in the last decade, not least as a response to the growing environmental concerns and, more recently, to the Sustainable Development Goals launched by the United Nations in 2015. The rapidly emerging body of research is accompanied by confusion and critiques regarding what sustainable HRM entails, how it can be measured, and who may benefit. This perspective paper discusses these issues by focusing on common good HRM as the latest variant of sustainable HRM and identifies challenges as well as opportunities for research. It draws on stakeholder theory, legitimacy theory, cultural perspective, and HR ecosystem theory to illustrate how future studies can advance our knowledge of common good HRM by building on the existing strong body of HRM scholarship and embracing a broader range of stakeholders, epistemological perspectives, and methodological approaches.

Drawing upon positive psychology and a social relational perspective, this article examines the relationship between well‐being‐oriented human resource management (HRM) practices and employee performance. Our multilevel model examines relationships among collectively experienced well‐being‐oriented HRM practices, social climate (characterized by trust, cooperation, and shared codes and language that exist among individuals within the organization), employee resilience, and employee (in‐role) performance. Based on the two‐wave data obtained from 561 employees and their managers within 62 bank branches in 16 Chinese banks, our multilevel analyses provide support for our four hypotheses. First, we found a positive relationship between well‐being‐oriented HRM practices and social climate. Second, social climate mediated the relationship between well‐being‐oriented HRM practices and employee resilience. Third, we found a positive relationship between resilience and employee performance. Finally, employee resilience mediated the relationship between social climate and employee performance. This study is one of the first to unpack the social mechanisms through which well‐being‐oriented HRM practices increase development of resilience and subsequent employee performance at the workplace, namely through influencing group feelings of social climate.