A Twenty‐First‐Century Reception for Diversity in the Public Sector: A Case Study

Abstract

In the past decade, most large public‐sector organizations have adopted a philosophy of valuing workforce diversity and have implemented a variety of initiatives for effectively utilizing and managing the current and projected workforce diversity. However, whether organizational members subscribe to the diversity value or support the employer‐sponsored diversity‐management initiatives still largely remains unanswered. This article discusses the influence of employee race/ethnicity and gender identity, associated stereotyping and prejudice, and the nature of interpersonal relations on acceptance of diversity and support for diversity‐management initiatives. The hypothesis that these three variables have a significant influence on receptivity to diversity in the workplace was empirically tested in a case study of diversity‐management practices of a federal agency, and the study findings are reported in this article.

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