Acculturation strategy and individual outcomes: Cultural diversity implications for human resource management

With the intensification of globalization, countries and the organizations within them have become increasingly multicultural. This presents an important challenge, and perhaps an opportunity, for human resource management (HRM) practitioners. Drawing on cognitive dissonance theory, we propose key outcomes associated with newcomers’ acculturation strategy. Our typology suggests that cultural identity salience (CIS) can explain varying levels of psychological well-being for individuals who assimilate or separate. Individuals who integrate or marginalize, however, will experience consistent levels of psychological well-being irrespective of CIS. Moreover, individuals who integrate, rather than assimilate, separate, or marginalize, will tend to develop the most diverse range of contacts and achieve the most favorable job search and employability outcomes. In light of this, HRM practices should be designed to encourage integration by fostering an environment that embraces diversity. We discuss theoretical and practical contributions and offer directions for future research.

► Several critical outcomes are associated with newcomers’ acculturation strategy.
► Cultural identity salience is a focal construct in the context of acculturation.
► Assimilation does not always lead to positive individual outcomes.
► HRM must leverage employees’ cultural values to promote diverse thought at work.