A field study of group diversity, workgroup context, and performance

Abstract

SummaryWe explore how the context of an organizational workgroup affects the relationship between group diversity and various performance outcomes. In particular, we theorize and empirically examine the moderating effects of three categories of workgroup context variables: cultures (people-and competition-oriented), strategies (stability-, growth-and customer-oriented), and human resource practices (diversity-and training-oriented). We perform analyses on 1528 workgroups from a Fortune 500 information-processing firm. The results showed, for example, that members of groups diverse in functional background were paid higher composite bonuses when their workgroup context emphasized people-oriented cultures and lower levels of bonuses in contexts with a focus on stability-oriented strategies. In addition, members of groups diverse in level of education were awarded higher amounts of bonuses in workgroup environments that emphasized customer-and growth-oriented strategies. However, members of such groups had lower levels of composite bonuses in environments that focused on training-and diversity-oriented human resource practices. We discuss future research directions regarding diversity, workgroup context, and performance outcomes and outline some implications for managers and group leaders.

Measuring employee perception on the effects of cultural diversity at work: development of the Benefits and Threats of Diversity Scale

“…Although diversity may increase productivity under certain conditions (see above), research shows it may also negatively affect team performance (Jehn and Bezrukova 2004;Thomas 1999). For instance, the abovementioned threats show that a diverse team may be more difficult to manage; diversity may reduce social cohesion and increase the risk of miscommunication and conflict.…”

Power, Safety, and Learning in Racially Diverse Groups

“…On the other hand, another study found that a collectivist culture had few and mixed significant effects on the relationship between diversity and performance (Jehn & Bezrukova, 2004). Therefore, the impact of these norms is unclear.…”

“…Recent research on team norms hypothesizes that outcomes in diverse teams are strengthened by cooperative, collectivist norms and cultures (Chatman & Flynn, 2001;Chatman et al, 1998;Chatman & Spataro, 2005;Jehn & Bezrukova, 2004). Researchers argue that cooperative norms improve team outcomes by heightening the salience of superordinate team identities and interests and downplaying those of individuals (Chatman & Flynn, 2001;Chatman et al, 1998).…”

The Influence of Personality Characteristics on Individual Competencies of Work Group Members: A Cross-cultural Study

“…We underline that, in principle, diversity refers to a number of different dimensions -from task skills to relational skills, and from political preferences to sexual liking (van Knippenberg, De Dreu and Homan, 2004). In any case, diversity is dependent on the context and situation and thus, group and organizational factors have to be considered (Jehn and Bezrukova, 2004). Cultural diversity comprises different backgrounds of members of work groups and teams related to national cultures (Barinaga, 2007).…”