Similarly, training and HRDM play a vital role in making organization structure flexible and agile to give direction towards strategy integration.
HRDM was measured using the Choi and Eboch (1998) scale.
Causal relationships between the five variables namely; HRDM, TR, LD, OS and SI (Table 1) were ascertained by SEM for path analysis and model fit (Arbuckle & Wothke, 1999; and Byrne, 2001).
The parameters indicating model fit of the variables HRDM, TR, LD, OS with SI have the following values.
The practice of HRDM encouraged individuals to be proactive, creative and to be team players.
Since HRDM emphasized team based performance and timely feedback on employee actions it impinged on to organization structure with enhanced coordination and informal relationship based cooperation (Pescosolido, 2001; Oh, Chung & Labianca, 2004; Hussain & Hoque, 2002).
Strategy integration was enhanced by HRDM as it helped in defining jobs according to employees skills (as also a part of suitable organization structure) to leverage extant organizational capabilities (Dionne, Yammarino, Atwater & Spangler, 2004).
It was indicated that the presence of HRDM led to the sprouting of productive informality, healthy person job fit and harmonious coordination amongst team members.
This research was a theoretical contribution in the understanding of strategy integration (ex-post variable) with the ex-ante variables of HRDM, training, leadership and organization structure.
* Organizations should put in place HRDM
programmes (e.g., Performance evaluation based on merit and irrespective of differences, training course for introduction and to learn about diversity and DM and etc) which actively promote organizational attractiveness, justice and social identity in order to lessen or neutralize possible negative effects of HR diversity on relevant organizational outcomes and productivity, and promote positive effects of HR diversities on productivity.