This meta-analysis of 260 independent samples assessed the effects of diversity training on 4 training outcomes over time and across characteristics of training context, design, and participants. Models from the training literature and psychological theory on diversity were used to generate theory-driven predictions. The results revealed an overall effect size (Hedges g) of .38 with the largest effect being for reactions to training and cognitive learning; smaller effects were found for behavioral and attitudinal/affective learning. Whereas the effects of diversity training on reactions and attitudinal/affective learning decayed over time, training effects on cognitive learning remained stable and even increased in some cases. While many of the diversity training programs fell short in demonstrating effectiveness on some training characteristics, our analysis does reveal that successful diversity training occurs. The positive effects of diversity training were greater when training was complemented by other diversity initiatives, targeted to both awareness and skills development, and conducted over a significant period of time. The proportion of women in a training group was associated with more favorable reactions to diversity training. Implications for policy and directions for future research on diversity training are discussed. (PsycINFO Database Record

We review and critically examine 178 articles whose authors have investigated numerous aspects of diversity training programs on campuses and in the workplace. We first examine the characteristics of the research, including sample, study method, and theoretical framework. Consistent with the training framework of Baldwin and Ford (1988) and Blume and colleagues (2010), we then organize the articles by the context of training, training design, trainees' characteristics, and training outputs. Although we found a myriad of different forms, shapes, and combinations of diversity training in terms of its design elements, some programs (e.g., integrated training) were relatively rare, yet authors viewed them more positively than other programs (e.g., stand-alone training). We discuss gaps in the literature and provide suggestions for future research on diversity training.

This study uses a sample of 483 employees to investigate how fairness assessments and organizational structure relate to employee mental health. The authors explain these effects using a social contagion framework, which describes the creation of group effects that would occur in addition to individual-level influences. They found that the interactive effects of distributive and procedural justice climates significantly influence individual feelings of both anxiety and depression. This effect goes beyond the main effects of justice at the individual level.

By integrating literature on group faultlines, organizational cultures, and value congruence, this research presents a framework that explains how cultural alignment across organizational levels may influence the relationship between faultlines and performance. The hypotheses were tested using representatively sampled multisource qualitative and quantitative data on 138 teams from a Fortune 500 company. The present findings demonstrate that although informational faultlines were detrimental for group performance, the negative relationship between faultlines and performance was reversed when cultures with a strong emphasis on results were aligned, was lessened when cultures with a weak emphasis on results were aligned, and remained negative when cultures were misaligned with respect to their results orientation. These findings show the importance of recognizing alignments not only within groups (group faultlines) but also outside groups (cultural alignments between the group and departments) when considering their implications for group performance.

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In 2 studies, we investigated how groups with strong divisions may, paradoxically, help members to cope with injustice. We tested our theoretical predictions using a survey methodology and data from 57 (Study 1) and 36 (Study 2) workgroups across different industries. Consistent with our hypotheses, we found that group faultlines weakened the positive relationship between perceived interpersonal injustice and psychological distress. Cooperative behaviors within subgroups mediated the interactive effect of faultlines and injustice with psychological distress.

SummaryThrough the application of cognitive appraisal theory, this study unifies the emergent themes of studying justice in relation to organizational context, as well as justice in relation to employee feelings of psychological distress. A sample of 677 employees from 72 organizations was used to test hypotheses related to justice, job control, mechanistic structure, and employee feelings of anxiety and depression. We found procedural justice, within a primary appraisal role, to be a highly effective tool for minimizing psychological distress. In combination with both distributive justice as well as a mechanistic structure, procedural justice can help to minimize feelings of anxiety and depression, but in different manners for each variable. Further, a strong influence of job control upon both procedural justice and, ultimately, depression and anxiety highlighted its role as a perceived means for avoiding or minimizing the harm of a potential stressor.