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STRATEGIC HUMAN RESOURCE MANAGEMENT
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Globalization, demographic changes and lack of talented employees
– they all contribute to the increase in interest in managing diversity
of workers’ potential. The concept of diversity management first
appeared in the eighties, but nowadays it appears even more often,
especially in the business, scientific and social and legal context. Diversity
management (dm) is a part of the European strategy Europe
2020. Literature contains various views on dm and its practical use.
Therefore, the goal of this article is to answer the question whether or
not dm is beneficial for the organization and why there is such a variety
of opinions in this regard. This publication includes conclusions from
literature review, i.e. key approaches and concepts, examples of practical
use of dm of human resources in European and non-European
enterprises as well as implementation of dm practices in a company.
The article attempts to establish whether the managers are convinced
of the benefits that dm provides for the organization. This publication
is strictly theoretical and demonstrative and consists of the following
parts: review of definitions and models of dm, practical uses
of the dm concept, conclusions from the research in the field of age
management and summary. The literature review shows that there is
a gap between the scientific research area and the evaluation of use
of dm practices in enterprises. Companies sporadically measure the
effects of these practices. Although employers declare positive assessment
of these benefits, they tend to implement dm practices mainly
to improve their image and due to legal reasons. The results of the
research on factors affecting the diversity performance are ambiguous
because of the great number of these factors with a big role played
by situational ones.