Conventional wisdom in diversity research holds that biodemographic diversity is harmful to performance, whereas job-related diversity is beneficial to performance. Empirical evidence in this area, however, remains mixed and inconclusive. Due to this inconsistency, scholars have recently called for a search for moderators of the relationship between diversity and performance to expand the theoretical perspectives on organizational diversity. In this context, we examine how biodemographic (gender, race, and age) and job-related (function and tenure) diversity influence organizational performance and how diversity climate as a potential moderator shapes the relationships between the two dimensions of diversity and performance. Using panel data from the U.S. federal government, we find that racial and tenure diversity have positive relationships with organizational performance, whereas functional diversity has a negative relationship. Further analysis reveals that a diversity climate positively moderates the relationship between racial diversity, functional diversity, tenure diversity, and organizational performance. Theoretical and practical implications are discussed.

In the continuing quest to understand public employees' reactions to fair (or unfair) treatment in the workplace, perceived organizational justice has been conceptualized primarily as an individual-level phenomenon. Although individuals create collective perceptions of the fair treatment of their work unit as a whole, little attention has been paid to consequences of justice climate at the organizational level. Using panel data from the U.S. federal government, this study seeks to fill this gap by examining the effect of four dimensions of organizational justice climate-distributive, procedural, informational, and interpersonal-on collective turnover rates and organizational performance. The findings show the negative association of distributive and interpersonal justice climates with turnover rates and the positive association of distributive, procedural, and interpersonal justice climates with organizational performance. Moreover, further analysis confirms that each dimension of justice climate has relative influence on both outcomes. Implications and contributions of these results for public administration theory and practice are discussed.

Workforce diversity has been depicted as a double-edged sword that leads to both positive and negative work-related outcomes. As a result, the critical issue in diversity research is concerned with enhancing the benefits and reducing the detriments of heterogeneity within organizations on work behaviors. By combining theories on diversity and inclusiveness, this article examines inclusive management at the federal subagency level as a moderator of the relationships between demographic diversity (gender and race) and work behaviors (innovative and turnover behavior). Using survey and personnel data drawn from federal subagencies, inclusive management—a set of policies aimed at recognizing all employees as valued organizational insiders with unique identities—not only strengthens the positive relationship between racial diversity and innovative behavior but also attenuates the positive relationship between gender diversity and turnover behavior. These findings suggest that inclusive management is a key strategy for effectively managing diversity.

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