Workplace Diversity and Group Relations: An Overview

Abstract

Nutzungsbedingungen

Diversity and its Impact on Organizational Performance: The Influence of Diversity Constructions on Expectations and Outcomes

“…This can also create gaps in individual and managerial participation in diversity, which ultimately can cause problems in the social foundation of the organization (Schneider and Northcraft, 1999). This effect is not consistent as significant amounts of other research has determined that social identity diversity can cause positive effects in teams as well as negative effects if well-managed, implying that leadership plays a moderating role in social identity diversity relationships (Christian, Porter and Moffitt, 2006;Horwitz, 2005).…”

“…A majority of these diversity characteristic classifications are based on perception and are dichotomous in nature. Some of the classifications that can be identified in the literature include readily detectable/less observable, surface-level/deep-level, highly job-related/less jobrelated, task-related/relations-oriented, and role-related/ inherent dimensions (Christian, Porter and Moffitt, 2006). However, the majority of these classifications can be broken down into two perspectives, the information and decision making perspective and the social organization perspective (Christian, Porter and Moffitt, 2006).…”

“…The modern workforce is far more varied in its composition than it has been previously, due to demographic factors, such as immigration and economic factors like globalization (Christian, Porter and Moffitt, 2006). According to Christian, Porter and Moffitt (2006), the minority workforce in the United States is expected to rise from 16.5% in 2000 to an estimated 25% in 2050.…”

“…In keeping with this increasing level of diversity inherent in the workforce, diversity management has been increasingly a matter of academic and practical interest, and the rate at which diversity management programs have been adopted has been steadily growing. However, this relationship has not been carefree, and a number of companies have reported problems with or outright failure of their diversity management approaches (Christian, Porter and Moffitt, 2006).…”

“…According to Christian, Porter and Moffitt (2006), the minority workforce in the United States is expected to rise from 16.5% in 2000 to an estimated 25% in 2050. In keeping with this increasing level of diversity inherent in the workforce, diversity management has been increasingly a matter of academic and practical interest, and the rate at which diversity management programs have been adopted has been steadily growing.…”