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.

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