Diversity training: Analysis of the impact of self‐efficacy

Abstract

Although the importance of diversity in organizations is widely recognized, diversity training is under attack. Drawing from self-efficacy theory and research, we developed a questionnaire to measure one's efficacy of successfully coping with widely recognized diversity initiatives. Then we conducted a study examining the effect of self-efficacy-based diversity training on the level of participant's measured diversity self-efficacy (DSE) and the possible mediation of this DSE on intentions to pursue positive diversity-related initiatives. The field experimental design showed that training incorporating efficacy components significantly increased trainees' (N = 276) measured DSE. Diversity training was also shown to be positively related to the trainees' stated levels of difficulty and magnitude in coping with diversity initiatives. Finally, the DSE was found to mediate training and intentions. Importantly, one-year follow-up data supported the impact of the intentions. The practical implications of these findings for HRD in general and diversity training in particular conclude this article.

It does not have to be uncomfortable: The role of behavioral scripts in Black–White interracial interactions.

“…This is especially true if trainers follow this information by identifying sound general strategies for communicating and interacting with those who are different. Not only would such information provide the basis for employees to form their own social scripts for interracial interactions but it also might elevate trainees' diversity self-efficacy, thereby enhancing the likelihood of employees transferring what they have learned after returning to their jobs (Combs & Luthans, 2007). This could enhance employees' effectiveness in relating to one another and prospective employees as well (McKay & Avery, 2006).…”

Reviewing Diversity Training: Where We Have Been and Where We Should Go

“…Yet, the goals of most diversity training programs include compliance, harmony, inclusion, justice, and transformation (Rossett & Bickham, 1994). According to Simons (1992), these goals ultimately can contribute to the welfare of all involved in the interaction because (1) individuals become more satisfied due to positive work or social climates (Combs & Luthans, 2007); (2) diverse groups can be more effective and generate more new ideas for innovation (cf. Williams & O'Reilly, 1998); and (3) organizations can also obtain a competitive advantage due to less turnover, better coordination of information, more client relations, fewer EEO law suits, and so on (Naff & Kellough, 2003).…”

“…Turning first to study samples, a variety of settings were represented, and these included public, private, and student samples (see Table 1). In particular, research settings have included governmental agencies (Sanchez & Medkik, 2004); schools (Law, 1998;McCauley, Wright, & Harris, 2000); and universities (Astin, 1993;Pascarella, Edison, Nora, Hagedorn, & Terenzini, 1996;Stroup, 1998), as well as the corporate sector (ChrobotMason, 2004;Combs & Luthans, 2007;De Meuse, Hostager, J., & O'Neill, 2007;Hanover & Cellar, 1998). Second, with respect to the study methodologies of empirical work, four groups of research methods have been uncovered in our review: studies using survey-based methods (N ϭ 87), quasiexperimental work (N ϭ 16), experimental studies (N ϭ 19), and case studies (N ϭ 12; see Table 1).…”

“…Although diversity training programs have been widely used, some have raised critical questions about their quality and methods. Several authors have pointed out that there is still much to learn about diversity training, even given the increasing number of studies in organizational and educational settings (Combs & Luthans, 2007;Hite & McDonald, 2006;Wiethoff, 2004).…”

Managing BPO service workers in India: Examining hope on performance outcomes

“…This extensive work in clinical and positive psychology clearly demonstrates the progressive movement from debilitating personal behaviors to success in managing personal situations and life events. Work situations and events pose similar opportunities for human resource development (Combs & Luthans, 2007;Combs, Luthans, & Griffith, 2008) and performance management (Nadkarni & Combs, 2006).…”