Impact of marketing work-place diversity on employee job involvement and organizational commitment.
Much of the debate about managing work-force diversity concerns the rationale for the procedures used and the outcomes produced by programs perceived to be unfair. The authors explored the role of organizational justice in diversity initiatives; they examined which of 6 diversity arguments (T. H. Cox & S. Blake, 1991) were most often used by U.S. firms and accepted by employees. They also surveyed U.S. workers about diversity issues at work; the problem-solving diversity argument was related to higher employee job involvement and organizational commitment, even though the respondents ranked the resource-acquisition argument as the most acceptable. The authors also found that many organizational-justice issues still need to be resolved, even in those organizations with diversity-management programs.
Kirby
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Department of Management and Marketing, Southwest Texas State University, San Marcos 78666, USA. sk10@swt.edu
Richard
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D018864:Cultural Diversity; D003625:Data Collection; D006801:Humans; D007588:Job Satisfaction; D015279:Organizational Culture; D016134:Organizational Policy; D011287:Prejudice; D011340:Problem Solving; D017132:Workplace