𝔖 Bobbio Scriptorium
✦   LIBER   ✦

A field study of group diversity, participation in diversity education programs, and performance

✍ Scribed by Robin J. Ely

Publisher
John Wiley and Sons
Year
2004
Tongue
English
Weight
176 KB
Volume
25
Category
Article
ISSN
0894-3796

No coin nor oath required. For personal study only.

✦ Synopsis

Abstract

This study examined the impact of four dimensions of diversity—tenure, age, sex, and race—on performance in 486 retail bank branches and assessed whether employee participation in the firm's diversity education programs influenced these relationships. Data came from archives of the demographic composition of branches, an employee attitude–satisfaction poll, and branch performance assessed as part of the bank's bonus incentive plan. Race and sex diversity were unrelated to performance. The direct effects of tenure and age diversity were largely negative, but were moderated by quality of team processes, suggesting that cooperation and teamwork may suppress potentially task‐enhancing differences associated with these aspects of diversity. Diversity education programs had minimal impact on performance. The results of this study suggest that there is a complex relationship between age and tenure diversity and performance and that, even in firms with characteristics that should be conducive to performance benefits from diversity, other conditions must be in place to foster such effects. Copyright © 2004 John Wiley & Sons, Ltd.

📜 SIMILAR VOLUMES

A field study of group diversity, workgr
A field study of group diversity, workgroup context, and performance
✍ Karen A. Jehn; Katerina Bezrukova 📂 Article 📅 2004 🏛 John Wiley and Sons 🌐 English ⚖ 171 KB

## Abstract We explore how the context of an organizational workgroup affects the relationship between group diversity and various performance outcomes. In particular, we theorize and empirically examine the moderating effects of three categories of workgroup context variables: cultures (people‐ an

Diversity in social context: a multi-att
Diversity in social context: a multi-attribute, multilevel analysis of team diversity and sales performance
✍ Susan E. Jackson; Aparna Joshi 📂 Article 📅 2004 🏛 John Wiley and Sons 🌐 English ⚖ 226 KB

## Abstract Prior research on demographic diversity in work teams has yielded mixed results, with the effects of team diversity ranging from positive to neutral to negative. This article shows that an improved understanding of the relationship between team diversity and team performance can be reac

Diversity and commonality of information
Diversity and commonality of information science education in a pluralistic world
✍ Ingrid Hsieh-Yee; Heting Chu; Joseph Janes; Eileen Abels; William Moen; Samantha 📂 Article 📅 2009 🏛 Wiley (John Wiley & Sons) 🌐 English ⚖ 38 KB

## Abstract In a society that is increasingly diverse in culture, language, and technology, the field of information science education has continued to evolve and respond to the changing information environment. The iSchool movement has attracted a good number of library and information science pro

Racial differences in promotion candidat
Racial differences in promotion candidate performance and reactions to selection procedures: a field study in a diverse top-management context
✍ John Bret Becton; Hubert S. Feild; William F. Giles; Allison Jones-Farmer 📂 Article 📅 2008 🏛 John Wiley and Sons 🌐 English ⚖ 153 KB

## Abstract The present study examined African‐American and White promotion candidates' reactions to and performance on selection procedures that were completed within a police department where African Americans occupied the majority of top‐management positions. Reactions (perceived job relatedness

Participation in the design of performan
Participation in the design of performance management systems: a quasi-experimental field study
✍ Ad Kleingeld; Harrie Van Tuijl; Jen A. Algera 📂 Article 📅 2004 🏛 John Wiley and Sons 🌐 English ⚖ 161 KB

## Abstract In the literature on the relationship between participation in decision making and performance, a tell‐and‐sell strategy is considered a viable alternative to participation. In contrast, we argue that in organizational settings, when a sensitive and important issue is at stake, particip