3
Study DM
Studis have been is growing and
in the 2000s, research began to lead to the study of
the Diversity Management DM
impact of
Diversity Management DM in the context of the
organization or at the level of Mezo-organization, such as improving organizational performance
Dwyer, Richard Chadwick, 2003; Richard Barnett, Dwyer, and Chadwick, 2004; Robertson,
2007; Winston, 2010, enhance the companys reputation Ollapally Bhatnagar, Chadwick,
2003; Frink et. al., 2003, Richard et. al., 2004; Robertson, 2007; Winston,
2007 ,
2010, increasing innovation and creativity Gebert, 2004;
Jackson, Joshi, Erhardt, 2003
, enhancing the image and services of the company, Ely Thomas, 2001
and improv inge
the quality of work Pitts, 2009. Furthermore, several studies have also shown a
positive correlation between companies that received the Diversity Award
at and the companys
financial performance Roberson Park, 2007; Weigand, 2007
; Wright, Ferris, Hiller, Kroll, 1995
as well as the existence of a positive cor
relation ship
between the company
value of the
firm toto the presence of minority and women in
the board of directors Carter, Simkons Simpson, 2003.
Studi DM semakin berkembang dan pada tahun 2000-an, penelitian mulai mengarah pada
studi dampak Diversity Management DM dalam konteks organisasi atau pada aras mezo-organisasi,
seperti meningkatkan kinerja organisasi Dwyer, Richard Chadwick, 2003; Richard Barnett,
Dwyer, dan Chadwick, 2004; Robertson, 2007; Winston, 2010, meningkatkan reputasi perusahaan
Ollapally Bhatnagar, Chadwick, 2003; Frink et. al., 2003, Richard et. al., 2004; Robertson, 2007;
Winston, 2007, 2010, meningkatkan inovasi dan kreativitas Gebert, 2004; Jackson, Joshi,
Erhardt, 2003, meningkatkan citra dan layanan perusahaan,
Ely Thomas,
2001 dan
meningkatkan kualitas
kerja Pitts,
2009. Selanjutnya beberapa penelitian juga menunjukkan
adanya korelasi positif antara perusahaan yang memperoleh Diversity Award dengan kinerja
keuangan perusahaan Roberson Park, 2007; Weigand, 2007; Wright, Ferris, Hiller, Kroll,
1995 serta adanya hubungan positif antara nilai perusahaan terhadap kehadiran minoritas dan
perempuan dalam dewan direksi Carter, Simkons Simpson, 2003.
Searah dengan semakin berkembangnya penelitian DM, selanjutnya muncul sejumlah studi
yang menyoroti DM dalam konteks micro-individu yang mengarah pada perilaku individu dalam
memandang isu keragaman, seperti Syed dan Ali 2005, Syed 2008 , Junankar dan Mahuteau
2005, Bevelander 1999, De Cieri dan Kramar 2005, Syed 2007, Watson 1996, Bourke
2004, Parr dan Guo 2005. In
keeping line with the development of
diabetes DM researchstudies
, and then came a number of studies that highlight
the micro- DM in the context
of micro-
individuals that lead to the individuals
behavior of individuals
in looking at the diversity
issue of diversity
, such as Syed and Ali 2005, Syed 2008, Junankar and Mahuteau 2005,
Bevelander 1999, De Cieri and Kramar 2005, Syed 2007, Watson 1996, Bourke 2004, Parr
and Guo 2005.
3. Research Gap in the Study of DM
From a review of previous studies there
wereobtained some gaps, first, the study of DM
was more
a concern in developed countries like the
USA and Europe. As a result, the context of the discussion and
research study were in the context
of western culture and diversity issues in western countries. In fact studies show
ed that
the research literature in Asia
wai s still relatively limited,
whereas diversity issues are
prevalent in Asia because Asia is a multicultural country Brutton,
2008; Chen, 2010, Gong Ahlston, 2011. There are only a limited number of studies of DM in
Asian countries such as Malaysia Abdullah, 2007; Sriramesh and Vercic, 2003, Korea and Japan
Emiko Eunmi Magoshi and Chang, 2009, India Cooke
Saini, 2010,
and Thailand
Pongpayaklert Woraphan Atikomtrirat, 2011. In
DM studies
of DM in Korea and Japan, the
workers - workers
, especially women, ha dve
trouble in
finding a full-time position and it wai
s difficult to get a managerial position Emiko Eunmi
Magoshi Chang, 2009. Dari ulasan terhadap penelitian terdahulu
diperoleh beberapa gap, pertama, studi tentang DM lebih banyak menjadi perhatian di negara maju
seperti USA dan Eropa. Akibatnya konteks pembahasan dan penelitian lebih pada konteks
budaya barat dan isu keragaman di negara barat. Pada kenyataannya studi literatur memperlihatkan
penelitian di Asia masih relatif terbatas, padahal isu-isu diversitas banyak terjadi di Asia karena
Asia merupakan negara multikultur Brutton, 2008; Chen, 2010, Gong Ahlston, 2011. Hanya
terdapat sejumlah penelitian terbatas tentang DM pada negara negara di Asia seperti: Malaysia
Abdullah, 2007; Sriramesh and Vercic, 2003, Korea dan Jepang Emiko Magoshi dan Eunmi
Chang, 2009, India Cooke Saini, 2010, dan Thailand
Pongpayaklert Woraphan
4
Atikomtrirat, 2011. Dalam penelitian DM di Korea dan Jepang, pekerja
– pekerja, terutama perempuan, mengalami kesulitan menemukan
posisi penuh waktu dan sulit untuk mendapatkan posisi manajerial Emiko Magoshi Eunmi
Chang, 2009.
Secondly, the futur
e studies
onnext DM
are advised
to pay more
focus more
on the impact of DM on the
organization performance
of the organization and individual behavior. For this to happen then
the DM practice that consists of a set of formal
practices must be internalized, developed and implemented by organizations in managing
diversity effectively among all stakeholders of the organization. This is similar to the standpoint of
institutional theory and resource-based view which believe
s that a well-managed diversity can be a
unique and competitive advantage competitive advantage
of the company Yang Konrad,
2011. Kedua, studi DM kedepan disarankan untuk lebih
fokus pada dampak DM terhadap kinerja organisasi dan perilaku individual. Agar hal ini bisa terjadi
maka praktek DM yang terdiri dari seperangkat praktek formal harus diinternalisasi, dikembangkan
dan dilaksanakan oleh organisasi dalam mengelola keragaman secara efektif di antara semua
pemangku kepentingan organisasi. Hal ini senada dengan sudut pandang teori Institusional dan
Resource based view
yang mempercayai bahwa keragaman yang dikelola dengan baik dapat
menjadi keunikan dan keunggulan kompetitif competitive advantage perusahaan Yang
Konrad, 2011. Ketiga, berkaitan dengan DM, arah penelitian ke
depan disarankan untuk lebih melihat keterkaitan dengan penerapan DM secara nyata dalam
kebijakan dan praktek manajemen di perusahaan sehingga akan diperoleh dampak positif yang
nyata. Beberapa studi terdahulu Fleury, 1999; Jabbour et. al., 2011, menunjukkan tantangan
dalam penerapan manajemen keragaman di organisasi adalah menginternalisasikannya dalam
Human Resource Management HRM
secara terpadu. HRM dalam hal ini mencakup kegiatan
perencanaan, penarikan,
pelatihan, dan
pengembangan sumber daya manusia untuk memperoleh karyawan yang berkinerja baik untuk
jangka panjang Dessler, 2010.
Third, with regard to DM, the direction of future research is recommended to better see the
co rrelationnnection
with the application of
DM implementation obviouslysignificantly
in policy and practice in the
company management
of the company
so that it will be obtained
a real positive impact
will be obtained . Several previous studies
Fleury, 1999; Jabbour et. Al., 2011, illustrat eding
that the challenge
s in the implementation of
diversity management in organizations wai
s internalize
it in Human Resource Management
HRM in an integrated manner. HRM in this case include
s planning activities, withdrawal, training,
and development of human resources to acquire employees who are performing well for
the la l ong
term Dessler, 2010. Studies that
have already exist are very limited
to look at the
cor relation
ship of DM
with management functions within the organization,
particularly in
the application
of HRM
implementation . The issue of diversity processing
is a major challenge for HRM in modern organizations Cox, 1993; Kossek and Lobel, 1996,
in Yvonne Benschop, 2001. Budhwar Debrah, 2008, advocated
for to correlatehooking DM into
HRM policies and practices given the diversity of
issu ees is
directly related to the individual which ia
s the main area that is managed by HR. Significant challenges in managing diversity is the
involvement of human resource management Fleury, 1999; Jabbour and Santos, 2008, because
they it can determine the details of HR practices
Myers, 2003, in Jabbour et al., 2008 in which diversity can be incorporated into the set of HR
practices that ensure alignment between HR strategy and
DM objectives
DM . And the issue of
good workforce diversity
practice is goodpractice in the field of human resources is believed to
improve the performance of the employee s
and the organization
Hall and Parker, 1993 .
Studi-studi yang sudah ada masih sangat terbatas melihat keterkaitan DM dengan manajemen fungsi
dalam organisasi, khususnya penerapan dalam HRM. Isu pengolahan keragaman merupakan
tantangan utama bagi HRM dalam organisasi modern Cox, 1993; Kossek dan Lobel, 1996,
dalam Yvonne Benschop, 2001. Budhwar Debrah, 2008, menganjurkan untuk mengaitkan
DM ke dalam kebijakan dan praktek HRM mengingat isu diversitas terkait langsung dengan
individu yang merupakan area utama yang dikelola HR. Tantangan yang signifikan dalam pengelolaan
5
keragaman adalah keterlibatan manajemen sumber daya manusia Fleury, 1999; Jabbour dan Santos,
2008, karena mereka dapat menentukan rincian praktek HR Myers, 2003, dalam Jabbour et al.,
2008 dimana keragaman dapat dimasukkan ke dalam himpunan praktek HR yang menjamin
keselarasan antara strategi HR dan tujuan DM. Dan isu Praktek keragaman tenaga kerja yang baik
di bidang sumber daya manusia diyakini dapat meningkatkan kinerja karyawan dan organisasi
Hall dan Parker, 1993.
4. Diversity Management and Human Resource Management.
