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Purpose – Workforce diversity is considered one of the main challenges for human resource management in modern organizations. Despite its strategic importance, the majority of models in this field implicitly consider workforce as a generic and homogeneous category, and do not take into account cultural differences among employees. The aim of this paper is to present a systematic review of the literature on diversity among employees in strategic human resource management (SHRM). The objective of this conceptual analysis is to identify limitations in previous research and unresolved issues that could drive future research in this field. Design/methodology/approach – To develop this conceptual analysis, the paper reviews previous literature on SHRM, drawing on the distinction between the universalistic, contingent and configurational perspectives. Each of these approaches is explored, looking for the way in which they have treated workforce diversity and cross-culturality. Findings – The paper concludes that managing a heterogeneous workforce requires a holistic transformation of human resource strategies. Nevertheless, efforts to define cross-cultural and diversity-oriented models still remain undeveloped. Limitations of previous research in the diversity-SHRM field are indentified in the paper. Research limitations/implications – Drawing on the limitations of the treatment given to diversity in SHRM research, the paper identifies four research questions that still need to be addressed: deeper analysis of the concept of diversity, introduction of psychological processes mediating the diversity-performance relationship, development of diversity oriented SHRM typologies and redefinition of performance indicators to measure the effects of diversity. Originality/value – This paper proposes a theoretical model to illustrate present state of the art and future research lines in the fields of diversity, cross-cultural management and SHRM. [ABSTRACT FROM AUTHOR]

Emergency units suffer from continuous overload because all types of users demand the service. The literature shows that in general, the percentage of non-urgent users varies from 20 per cent to 80 per cent, depending on the type of centre analysed, the research approach or the methodology. While some studies have analysed this phenomenon focusing on the users, the current research adopts a different perspective. In this article, we try to explain how the break-down in the emergency services affects the work that the staff do. Drawing on evidence obtained from a six-month ethnographic study in two Spanish public hospitals, we conclude that in this overloaded context, official definitions of emergencies and formal classification protocols are completely useless. Exploring the staff's perceptions about the users and the service itself we try to re-create the process by which the diverse health care workers informally re-define symbols, concepts and behaviour patterns, creating a specific internal culture that helps them cope with the complexity of the service and the excessive demand. [ABSTRACT FROM PUBLISHER]