This book makes its original contribution to the field of diversity
by building theory regarding how individual employees' self
conceptualisation of individualism-collectivism influences a level
of diversity openness and interaction with culturally dissimilar
others within diverse workgroups. The model proposes the
diversity-oriented human resource management policies and practices
and link them with key outcomes for individuals, groups, and
organisations. This book also presents specific hypotheses
associated with the model.
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