HR DIVERSITY MANAGEMENT: THE RHETORIC AND REALITY IN THE CR

Secondary sources about diversity management provide the number of arguments for benefits stemming from the use of HR diversity management. It is evident a gap between theoretical HR studies regarding the link between HR diversity management and organizational performance, and measurement of the effectiveness of HR diversity. Practitioners ask for explanations that support the connection between HR policies and individual, group and organizational performance. The further step in researching this field may include to monitor and evaluate the management of diverse workforce in the national cultures. HR diversity management aims to recruit, motivate and retain human resources regardless of their origin, nationalities and other personal traits. Employers sometimes believe that HR diversity creates preconditions for sustainable competitiveness. Today, HR diversity management becomes one of HR priorities in the labor market. Due to the limited research among line managers, HR managers and employees in the CR about diversity management, the paper focuses on its rhetoric and the reality in the private sector, i.e., how managers and staff perceive diversity management and which HR practices they prefer in favor of the improvement of performance.