**3.4 Opportunity**

Informal practices might circumvent formal procedures [44]. For instance, supervisors might be irritated by forcing them into practices they do not like. Support of supervisor in terms of feedback and career supportive initiatives positively correlated with work identity of male and female [45]. Thus, we underline several initiatives directly related to immediate supervisors (Initiatives 6–7; **Table 2**). During performance review positive feedback from gatekeepers (members of majority groups who hold authority and power in a field), instead disclosing objective scores, can improve the outcomes of negatively stereotyped groups; e.g. female participants reported that feedback from a male authority improved their confidence; belonging; self-efficacy; and implicit identification with the subject of review [46].

Toxic environment might also lead to a market withdrawal. Maternity motivates women to escape or minimize stressful situations. Stereotype that women handle crises better helps to receive promotion to high-risk jobs [47], known as a "glass cliff" effect. Additionally, women voluntarily tend becoming "toxic handlers"– "healing" managers needed when firms cause emotional pain through nasty supervisors, layoffs and change [48]. Even without childcare commitment, toxic handling leads to burnout psychologically and professionally, especially in case of chronic toxicity. After enriching employees' identity with childcare commitments, they either require more organizational support or expect organizational changes smoothing toxicity [48].

Home-centred employees usually face non-favorable conditions to negotiate their needs due to such characteristics of the matching SHRM system as unification of workplaces, centralized decision-making, downward communication, low autonomy and personal hesitation for upbringing related initiatives. Male dominance on top positions leads to neglecting differences, as they are less diversity sensitive, while gender-neutral practices actually contribute to inequalities [49]. Occupying top positions by home-centred women might be problematic for several normative and structural reasons. Moreover, women might not progress by their own choice: it becomes difficult for a home-centred woman to fulfill work demands in a culture of long working hours; or avoiding social judging her for careerism [36]. In such contexts, employees with childcare commitments meet family unsupportive organization perceptions: higher levels of work-family and family–work conflict, work stress, stronger turnover intentions, greater job burnout, less job satisfaction, and less affective commitment [50]. As a result, many employees tend to hide their pregnancy or child-related commitments. However, some women choose different strategy - image maintenance through harder work [50], which might lead to a burn-out, especially that this behavior does not correspond their values.

Initiatives related to changes of corporate culture towards higher family-friendliness are the most questionable for the current HRM system, due to its top priority to maintain the status quo. However, firm might initiate small steps supporting evidence of its family-related commitments, decreasing bulling or shaming of employees who try to integrate children-related activities into their work environment (Initiatives 8–9, **Table 2**) [51].

## **3.5 Summary and coevolution of diversity management strategies**

With such we conclude that real aim of inclusion-oriented initiatives in the analyzed SHRM system is decreasing overt forms of discrimination. The desired result of interruptions is a denial by decision-makers and employees of any sort of overt discrimination, predetermined social gender roles, stereotypes regarding the "maternity wall" [52] in their organizations. However, even acknowledging any sort of difference is already a step ahead.

Newer approaches to inclusion, inspired by the domesticated feminism, are not about assimilating and homogenizing difference, they are about valuing difference and about the power firms can derive from deliberately nurturing and integrating heterogeneous groups of people [53]. They match values of work-centred women and those, who balance between work and home. Change in assumptions makes analyzed set of initiatives less legitimate for other clusters of women with childcare commitment. However, diminishing overt forms of discrimination is a ground step for SHRM system that is suitable for work-centred employees, while acknowledging role of employees and immediate supervisors in coping with barriers is a ground step for SHRM system that is suitable for mothers, who strive towards balance.

Suitable context for work-centred women regularly has safer environment for speaking out, motivated internalizing efforts of individuals with childcare commitments, who aim towards finding unique personal and felicitous work–family balance [54]. Corresponding shift inspired self-assessment of internal resources, which could be borrow for home-centred women too, providing access for marginal employees to an online self-assessment tool for tracking own physical and mental health (Initiative 10, **Table 2**).

Suitable context for women, who strive towards balance, spread assumptions that the more diverse groups of employees are, the quicker firms gain access to the niche markets and better ideas. They also disillusioned regarding possibility to influence existing in the society stereotypes and focused on redesigning traditional workplaces, aiming to balance between employees' work-life needs and workplace effectiveness. It involves raising stress-resistance through educating Mindfulness [55]. Companies might utilize these findings for home-centred women too, by routinizing practice of mindfulness through organizational factors [56] through keeping workload to a manageable degree [57]; not through minimizing demands, but through optimizing them [58] and through avoiding excessive work behavior of employees [59] (Initiative 11, **Table 2**).
