Working below and above the line: the research–practice gap in diversity management

Abstract

In HRM, a line can be drawn that distinguishes research on formal organisational programmes (above-the-line research) from research on organisational practices as they are experienced by employees (below-the-line research). Diversity management research has heavily emphasised below-the-line research using methodologies that measure employee perceptions of diversity management activities. This research demonstrates an impact of diversity management on employee reactions and identifies unit-level factors (e.g. leader behaviour) that impact the effectiveness of diversity management activities. However, below-the-line research is not able to answer HR professionals' questions about which diversity management activities should be adopted when, and so a research–practice gap is developing. I explain how both academics and practitioners would benefit from more above-the-line research examining the impact of formal organisational diversity management activities as reported by senior managers or documented in organisational records.