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ERIC Number: EJ843518
Record Type: Journal
Publication Date: 2006-Mar
Pages: 16
Abstractor: As Provided
Reference Count: 50
ISBN: N/A
ISSN: ISSN-0898-5952
Heterogeneity or Homogeneity
McMillan-Capehart, Amy
Performance Improvement Quarterly, v19 n1 p83-98 Mar 2006
While research has focused on the effects of diversity on individual and group level outcomes, there has been little inquiry concerning the organizational level. Cox (1994) states that the most frequently asked question by executives regarding workforce diversity involves how it affects the performance of organizations. In order to manage the growing diversity of the workforce, organizations need to implement systems and practices so that the potential advantages of diversity are maximized and the potential disadvantages are minimized (Cox, 1994). While the goal of these programs is organizational success, from a human resource perspective they introduce unique challenges. In particular, these challenges relate to activities such as the socialization of culturally diverse employees. Therefore, in an effort to increase understanding of the effects of cultural diversity on organizational performance, this paper examines the moderating impact of socialization tactics on the relationship between cultural diversity and firm performance. (Contains 1 figure.)
John Wiley & Sons, Inc. 111 River Street, Hoboken, NJ 07030-5774. Tel: 800-825-7550; Tel: 201-748-6645; Fax: 201-748-6021; e-mail: subinfo@wiley.com; Web site: http://www3.interscience.wiley.com/journal/117865970/home
Publication Type: Journal Articles; Reports - Research
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A