Article1998

Ethno-cultural diversity and organizational effectiveness: a field study

92 citations0/0 files storedThe International Journal of Human Resource Management

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

Abstract

This paper examines the relationship between ethno-cultural diversity and attitudinal and non-attitudinal measures of organizational performance in a field setting. Data were collected from ninety-eight respondents in seven branches of a leading Canadian bank. As compared to culturally homogeneous branches, the culturally heterogeneous branches experienced lower levels of absenteeism and achieved higher productivity and financial profitability despite their lower scores on job satisfaction, organizational commitment and workplace coherence, and higher rates of turnover. These relationships were moderated by age, job tenure, organizational position, children's age, location of education and previous employment, birthplace and education level.

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References

1991Managing cultural diversity: implications for organizational competitiveness 1993RELATIONS BETWEEN WORK GROUP CHARACTERISTICS AND EFFECTIVENESS: IMPLICATIONS FOR DESIGNING EFFECTIVE WORK GROUPS 1993CULTURAL DIVERSITY'S IMPACT ON INTERACTION PROCESS AND PERFORMANCE: COMPARING HOMOGENEOUS AND DIVERSE TASK GROUPS.1993Cultural diversity in organizations : theory, research, and practice 1978An evaluation of precursors of hospital employee turnover.1993Personal Networks of Women and Minorities in Management: A Conceptual Framework 1985Job satisfaction and job performance: A meta-analysis.1991EFFECTS OF ETHNIC GROUP CULTURAL DIFFERENCES ON COOPERATIVE AND COMPETITIVE BEHAVIOR ON A GROUP TASK.

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