Leveraging diversity to improve business performance: Research findings and recommendations for organizations

Michele E. A. Jayne · Robert L. Dipboye

480 citations0/0 files storedHuman Resource Management

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Gender Diversity and Inequality Team Dynamics and Performance Global and Cross-Cultural Management

Abstract

Abstract Research findings from industrial and organizational psychology and other disciplines cast doubt on the simple assertion that a diverse workforce inevitably improves business performance. Instead, research and theory suggest several conditions necessary to manage diversity initiatives successfully and reap organizational benefits. This article reviews empirical research and theory on the relationship between workforce diversity and organizational performance and outlines practical steps HR practitioners can take to manage diversity initiatives successfully and enhance the positive outcomes. © 2004 Wiley Periodicals, Inc.

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2004The Social Identity Theory of Intergroup Behavior 1986Psychology of intergroup relations 1989Social Identity Theory and the Organization 1989Social Identity Theory and the Organization 1991A Theory of Goal Setting and Task Performance 1998The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings.1991A Theory of Goal Setting and Task PerformanceA Theory of Goal Setting and Task Performance, by LockeEdwin A. and LathamGary P.. Englewood Cliffs, NJ: Prentice-Hall, 1990.1996Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups

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