Examining Empirical Evidence on Diversity Effects: How Useful Is Diversity Research for Public‐Sector Managers?

Abstract

This article reviews the body of empirical research on work‐related consequences of human diversity and presents an agenda for future investigations. Ideally, a synthesis of research findings to inform managing‐for‐diversity efforts should enable managers to interpret events in their own administrative contexts. Our assessment of the diversity literature suggests that managers are using largely untested assumptions as a basis for diversity policies, strategies, and actions. We call for greater contribution from public administration scholars to the body of research focusing on how human diversity can best be managed to produce positive results for individuals and their work organizations.

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