A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators (task type and task interdependence) on workgroup outcomes. Informational diversity positively influenced group performance, mediated by task conflict. Value and social category diversity, task complexity, and task interdependence all moderated this effect. Social category diversity positively influenced group member morale. Value diversity decreased satisfaction, intent to remain, and commitment to the group; relationship conflict mediated the effects of value diversity. We discuss the implications of these results for group leaders, managers, and organizations wishing to create and manage a diverse workforce successfully.

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This paper reports two studies concerning impression management, impression formation, and feedback-seeking. Study 1 demonstrated that people seek less feedback when being observed and respond to situational norms regarding the appropriate frequency of seeking. However, Study 2 showed that when an individual has a superior performance history, seeking enhances observers' impressions of the seeker's personal characteristics and performance potential in the organization. The implications of these findings for feedback-seeking and the provision of feedback in organizations are discussed.

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