Diversity and its Impact on Organizational Performance: The Influence of Diversity Constructions on Expectations and Outcomes

Abstract

Diversity and diverse integration viewpoints into organizations are pertinent in a world of shifting demographic patterns and work practices. The challenge of implementing diversity in organizations is increased by the lack of clarification regarding the difference between functional and social diversity in the literature, which results in a lack of differentiation in organizational policies. This lack of clarification is reflected in theoretical research regarding diversity in the workforce and in pragmatic research regarding diversity. This research thematically analyzes the definitions of diversity in management literature to determine whether this differentiation is made in theoretical or practical discussions of diversity management.

Organizacyjne efekty zarządzania różnorodnością

“…Od kilkudziesięciu już lat naukowcy starają się ukazać efekty zarządzania różnorodnością w odniesieniu do poziomu jednostki, zespołu czy całej organizacji [Jackson, Joshi, Erhardt 2003;Jayne, Dipboye 2004;Simons, Rowland 2011;Nielsen, Nielsen 2013]. Wybrane związki potwierdzone badaniami empirycznymi zostały zaprezentowane w tab.…”

Generational Sub-cultures: Generation Y a Sub-culture?

“…Diversity and the integration of diverse viewpoints into organisations are also pertinent in the 21st-century world of shifting demographic patterns (Simons & Rowland, 2011). This includes generational diversity, and today many organisations have up to four generations of employees working alongside each other (Lester et al, 2012).…”

“…Suggestions include personal characteristics, personal biographies, positional characteristics, and task exigencies (Jermier, Slocum, Fry, & Gaines, 1991); departmental groupings, geographical distribution, and the influence of a specific manager (Martins & Von der Ohe, 2006); and shared experiences and the set-up of the organisation (Crough, 2012). Not all of these sources will necessarily form sub-cultures within an organisation, and Simons and Rowland (2011) make an important point that despite the presence or absence of sub-cultures, the organisation itself still serves as a point of connection for individuals and groups.…”

Diversity in the Workforce

“…While several authors (for example - Skarzynski and Gibson (2008);Sohail, et al, (2011);Richard (2000Richard ( , 2003; Hoffman (1985) ) have argued that diversity has positive effects on innovation, others (for example - (Carrell, Mann, and Sigler, 2006;Jayne & Dipboye, 2004;Simons & Rowland, 2011) have argued otherwise.…”