Skip to main content

Efficient Diversity Management for Workplace Well-Being

  • Reference work entry
  • First Online:
The Palgrave Handbook of Workplace Well-Being

Abstract

An organization should be efficient and effective in order to reach its organizational goals. In order for the organization to realize its goals, it should enable worker and workplace well-being. Within globalization and the increase in the usage of technology, a more diverse workforce is being created. The diverse workforce is composed of various employees. These diversities can be in terms of race, gender, age, education, ethnicity, or culture. Even though there are some laws and regulations regarding diversity management, there is still discrimination to many employees representing minorities, which end up with loss of workplace well-being in the organization. Managers and employers should gain experience in managing diverse workforce. If the managers can implement efficient and diversity management, they could enable competitive advantage for the organization. For the managers to provide worker and workplace well-being, they should implement efficient and effective diversity management. The chapter presents the impact of efficient diversity management on worker and workplace well-being. The aim of this chapter is to explain the concept of workplace well-being by considering the effect of diversity management. Thus, the relationship between workplace well-being and effective and efficient diversity management is focused in this chapter. Workplace well-being is defined. Following that, diversity management is explained in terms of race, gender, age, and nationality. The benefits and challenges of diversity management are also emphasized. In addition, ethical considerations for diversity management are explained as well. At the end, the relationship between efficient diversity management and workplace well-being is emphasized. This chapter would shed light to both executives and scholars to understand the importance of efficient diversity management.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Institutional subscriptions

References

  • Allers KL (2005) Won’t it be grand when we don’t need diversity lists? Fortune 152(4):101

    Google Scholar 

  • Avery DR, McKay PF, Wilson DC (2007a) Engaging the aging workforce: the relationship between perceived age similarity, satisfaction with coworkers, and employee engagement. J Appl Psychol 92:1542–1556

    Article  Google Scholar 

  • Avery DR, McKay PF, Wilson DC, Tonidandel S (2007b) Unequal attendance: the relationships between race, organizational diversity cues, and absenteeism. Pers Psychol 60:875–902

    Article  Google Scholar 

  • Babcock L, Laschever S (2003) Women don’t ask. Princeton University Press, Princeton

    Book  Google Scholar 

  • Barry B, Bateman TS (1996) A social trap analysis of the management of diversity. Acad Manag Rev 21:757–790

    Article  Google Scholar 

  • Bassett-Jones N (2005) The paradox of diversity management, creativity and innovation. Divers Manag Creat Innov 14(2):169–175

    Article  Google Scholar 

  • Beatty JE, Joffe R (2006) An overlooked dimension of diversity: the career effects of chronic illness. Organ Dyn 35:182–195

    Article  Google Scholar 

  • Carroll A (1990) Principles of business ethics: their role in decision making and an initial consensus. Manag Decis 28:29–24

    Article  Google Scholar 

  • Chatman JA, Polzer JT, Barsade SG, Neale MA (1998) Being different yet feeling similar: the influence of demographic composition and organizational culture on work processes and outcomes. Adm Sci Q 43:749–780

    Article  Google Scholar 

  • Chowdhury TG, Coulter RA (2006) Getting a ‘sense’ of financial security for generation Y. In: American Marketing Association Conference Proceedings Chicago, Chicago, US, vol 17, p 191

    Google Scholar 

  • Colquitt JA, LePine JA, Wesson MJ (2011) Organizational behavior improving performance and commitment in the workplace. McGraw-Hill Irwin, NewYork

    Google Scholar 

  • Cox TH (1991) The multicultural organization. Acad Manag Exec 5:34–47

    Google Scholar 

  • Cox TH, Blake S (1991) Managing cultural diversity: implications for organizational competitiveness. Acad Manag Exec 5:45–56

    Google Scholar 

  • Cox TH, Smolinski C (1994) Managing diversity and glass ceiling initiatives as national economic imperatives. Working paper #9410-01. University of Michigan, School of Business Administration, Ann Arbor

    Google Scholar 

  • Daft RL (1998) Management. The Dryden Press, Fort Worth

    Google Scholar 

  • Dodge R, Daly A, Huyton J, Sanders L (2012) The challenge of defining wellbeing. Int J Well Being 2(3):222–235

    Google Scholar 

  • Dreher GF, Cox TH (1996) Race, gender and opportunity: a study of compensation attainment and the establishment of mentoring relationships. J Appl Psychol 81:297–308

    Article  Google Scholar 

  • Duehr EE, Bono JE (2006) Men, women and managers: are stereotypes finally changing? Pers Psychol 59:815–846

    Article  Google Scholar 

  • Durkin D (2008) Youth movement. Commun World 25:23–26

    Google Scholar 

  • Ely J, Thomas DA (2001) Cultural diversity at work: the effects of diversity perspectives on work group processes and outcomes. Adm Sci Q 46(2):229–273

    Article  Google Scholar 

  • Gerhart B (1990) Gender differences in current and starting salaries: the role of performance, college major, and job title. Ind Labor Relat Rev 43:418–434

    Article  Google Scholar 

  • Gilbert JA, Stead BA, Ivancevich JM (1999) Diversity management: a new organizational paradigm. J Bus Ethics 21:61–76

    Article  Google Scholar 

  • Gouldner AW (1960) The norm of reciprocity: a preliminary statement. Am Sociol Rev 25:161–178

    Article  Google Scholar 

  • Hansen C, Leuty ME (2012) Work Values Across GenerationsJo-Ida. Journal of Career Assessment 20(1):34-52 https://doi.org/10.1177/1069072711417163

  • Heilman ME, Simon MC, Repper DP (1987) Internationally favored, unintentionally harmed? Impact of sex-based preferential selection on self-perceptions and self-evaluations. J Appl Psychol 72:62–68

    Article  Google Scholar 

  • Heilman ME, Rivero CJ, Brett JF (1991) Skirting the competence issue: effects of sex-based preferential selection on task choices of women and men. J Appl Psychol 76:99–105

    Article  Google Scholar 

  • Heilman ME, Kaplow SR, Amato MA, Stathatos P (1993) When similarity is a liability: effects of sex-based preferential selection on reactions to like-sex and different-sex others. J Appl Psychol 78:917–927

    Article  Google Scholar 

  • Hellman CM (1997) Job satisfaction and intent to leave. J Soc Psychol 137:677–689

    Article  Google Scholar 

  • Hennessey BA, Amabile TM (1998) Reward, intrinsic motivation, and creativity. Am Psychol 53(6):674–676

    Article  Google Scholar 

  • Hofstede G (1980) Culture and organizations. Int Stud Manag Organ 10(4):15–41

    Google Scholar 

  • https://www.ilo.org/safework/areasofwork/workplace-health-promotion-and-well-being/WCMS_118396/lang%2D%2Den/index.htm

  • Ibaarra H (1993) Personal networks of woman and minorities in management: a conceptual framework. Acad Manag Rev 18(1):56–87

    Article  Google Scholar 

  • Iles P, Hayers PK (1997) Managing diversity in transnational project teams. J Manag Psychol 12(2):95–117

    Article  Google Scholar 

  • Ivancevich JM, Gilbert JA (2000) Diversity management time for a new approach. Public Pers Manag 29(1):75–92

    Article  Google Scholar 

  • Jeffrey K, Mahony S, Michaelson J, Abdallah S (2014) Well-being at work: a review of the literature. New Economics Foundation [pdf]. http://b.3cdn.net/

  • Jehn KA, Northcraft GB, Neale MA (1999) Why differences make a difference: a field study of diversity, conflict, and performance in workgroups. Adm Sci Q 44:741–763

    Article  Google Scholar 

  • Kanter R (1977) Men and women of the corporation. Basic Books, New York

    Google Scholar 

  • Keaveney SM (1997) When MTV goes CEO: what happens when the ‘unmanageable’ become managers? Mark Manag 6(3):21–24

    Google Scholar 

  • Kelly E, Dobbin F (1998) How affirmative action became diversity management: employer response to anti-discrimination law, 1961–1996. Am Behav Sci 41:960–984

    Article  Google Scholar 

  • Kirkman BL, Gibson BC, Shapiro DL (2001) Exporting teams: enhancing the implementation and effectiveness of work teams in global affiliates. Organ Dyn 30:12–29

    Article  Google Scholar 

  • Knight D, Pearce CL, Smith KG, Olian JD, Sims HP, Smith KA, Flood P (1999) Top management team diversity, group process, and strategic consensus. J Strateg Manag 20(5):445–465

    Article  Google Scholar 

  • Kocel T (2005) İşletme Yöneticiliği. Arıkan Basım, İstanbul

    Google Scholar 

  • Konrad AM, Ritchie JE, Lieb P, Corrigall E (2000) Sex differences and similarities in job attribute preferences: a meta-analysis. Psychol Bull 126:593–641

    Article  Google Scholar 

  • Kravitz DA (2008) The diversity-validity dilemma: beyond selection – the role of affirmative action. Pers Psychol 61:173–193

    Article  Google Scholar 

  • Latimer RL (1998) The case for diversity in global business, and the impact of diversity on team performance. Compet Rev 8(2):3–17. Indiana

    Google Scholar 

  • Lescohier J (2006) Generation Y…Why not? Rent Product News 28:40–44

    Google Scholar 

  • Loomis JE (2000) Generation X. Rough Notes, Indianapolis

    Google Scholar 

  • Marston C (2007) Motivating the “What’s in it for me?” workforce: manage across the generational divide and increase profits. Wiley, Hoboken

    Google Scholar 

  • McLeod P, Lobel S, Cox TH (1996) Ethnic diversity and creativity in small groups. Small Group Res 27:248–264

    Article  Google Scholar 

  • Mehta SN, Chen CY, Garcia F, Vella-Zarb K (2000) What minority employees really want. Fortune 142(2):180–184

    Google Scholar 

  • Moore S (1999) Understanding and managing diversity amongst groups at work: key issues for organisational training and development. J Eur Ind Train 23(4):208–218

    Article  Google Scholar 

  • Mucuk İ (2013) Modern İşletmecilik. Türkmen Kitabevi, İstanbul

    Google Scholar 

  • Ng TWH, Feldman DC (2008) The relationship of age to ten dimensions of job performance. J Appl Psychol 93:392–423

    Article  Google Scholar 

  • O’Reilly CA, Caldwell DF, Barnett P (1989) Work group demography, social integration, and turnover. Adm Sci Q 34:21–37

    Article  Google Scholar 

  • Pearsall MJ, Ellis APJ, Evans JM (2008) Unlocking the effects of gender faultlines on team creativity: is activation the key? J Appl Psychol 93:225–234

    Article  Google Scholar 

  • Pelled LH, Eisenhardt KM, Xin KR (1999) Exploring the black box: an analysis of work group diversity, conflict, and performance. Adm Sci Q 44:1–28

    Article  Google Scholar 

  • Pornpitakpan C (2000) Trade in Thailand: a three-way cultural comparison. Bus Horiz 43:61–70

    Article  Google Scholar 

  • Posthuma RA, Campion MA (2009) Age stereotypes in the workplace: common stereotypes, moderators, and future research directions. J Manag 35:158–188

    Google Scholar 

  • Ragins BR, Singh R, Cornwell JM (2007) Making the invisible visible: fear and disclosure of sexual orientation at work. J Appl Psychol 92:1103–1118

    Article  Google Scholar 

  • Raths D (1999) Bridging the generation gap. InfoWorld 21(45):84

    Google Scholar 

  • Reed C (2007) Generation Y research: what makes Y tick. Brand Strategy, February 5, p 38

    Google Scholar 

  • Richard OC, Shelor M (2002) Linking top management team heterogeneity to firm performance: juxtaposing two mid-range theories. Int J Hum Resour Manag 13(6):958–974

    Article  Google Scholar 

  • Riordan CM, Shore LM (1997) Demographic diversity and employee attitudes: an empirical examination of relational demography within work units. J Appl Psychol 82:342–358

    Article  Google Scholar 

  • Robbins SP, Coulter M (2009) Management. Pearson Education, Upper Saddle River

    Google Scholar 

  • Robbins SP, Judge TA (2013) Organizational behavior. Pearson Education, Upper Saddle River

    Google Scholar 

  • Robinson SL, Bennett RJ (1995) A typology of deviant workplace behaviors: a multidimensional scaling study. Acad Manag J 38:555–572

    Article  Google Scholar 

  • Robinson SL, Bennett RJ (1997) Workplace deviance: its definition, its manifestations, and its causes. Res Negotiation Organ 6:3–27

    Google Scholar 

  • Rotundo M, Sackett PR (2002) The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: a policy-capturing approach. J Appl Psychol 87:66–80

    Article  Google Scholar 

  • Ryan AM, Farland LM, Baron H, Page R (1999) An international look at selection practices: nation and culture as explanations for variability in practice. Pers Psychol 52:359–391

    Article  Google Scholar 

  • Sabuncuoğlu Z, Tokol T (1997) İşletme I-II. Uludağ Üniversitesi, Bursa

    Google Scholar 

  • Sanchez JI, Brock P (1996) Outcomes of perceived discrimination among Hispanic employees: is diversity management a luxury or necessity? Acad Manag J 39:704–719

    Article  Google Scholar 

  • Sawyer JE, Houlette MA, Yeagley EL (2006) Decision performance and diversity structure: comparing faultlines in convergent, crosscut, and racially homogeneous groups. Organ Behav Hum Decis Process 99:1–15

    Article  Google Scholar 

  • Simons N(2010) Leveraging generational work styles, to meet business objectives. Innovation Management

    Google Scholar 

  • Singelis TM, Triandis HC, Bhawuk D, Gelfand MJ (1995) Horizontal and vertical dimensions of individualism and collectivism: a theoretical and measurement refinement. Cross-Cult Res 29(3):240–275

    Article  Google Scholar 

  • Spector PE (1997) The role of frustration in antisocial behavior at work. In: Giacalone RA, Greenberg J (eds) Antisocial behavior in organizations. Sage, Thousand Oaks, pp 1–17

    Google Scholar 

  • Stauffer D (1997) For generation Xers, what counts isn’t all work or all play. Manag Rev 86(11):7

    Google Scholar 

  • Tajfel H (1982) Instrumentality, identity and social comparisons. Cited in Mighty J.E. Triple Jeopardy: Immigrant Women of Colour in the Labor Force. In: Prasad P, Mills AJ, Elmes M, Prasad A (eds) Managing the organizational melting pot: dilemmas of workplace diversity. Sage, Thousand Oaks

    Google Scholar 

  • Thomas RR (1991) Beyond race and gender: unleashing the power of your total work force by managing diversity. AMACOM, New York

    Google Scholar 

  • Thomas DA (2004) Diversity as strategy. Harv Bus Rev 82:98–108

    Google Scholar 

  • Thomas DA, Ely RJ (1996) Making differences matter: a new paradigm for managing diversity. Harv Bus Rev 74:79–90

    Google Scholar 

  • Tosi HL, Greckhamer T (2004) Culture and CEO compensation. Organ Sci 15:657–670

    Article  Google Scholar 

  • Triandis HC (1995) Individualism and collectivism. West View, Boulder

    Google Scholar 

  • Triandis HC (1998) Vertical and horizontal individualism and collectivism: theory and research implications for international comparative management. Adv Int Comp Manag 12:7–35. US: Elsevier Science/JAI Press

    Google Scholar 

  • Triandis HC (1999) Dialectics between cultural and cross-cultural psychology. Asian J Soc Psychol 3(3):185–195

    Article  Google Scholar 

  • Triandis HC, Gelfand MJ (1998) Converging measurement of horizontal and vertical individualism and collectivism. J Pers Soc Psychol 74(1):118–128

    Article  Google Scholar 

  • Triandis HC, Chen XP, Chan DK (1998) Scenarios for the measurement of collectivism and individualism. J Cross-Cult Psychol 29(2):275–289

    Article  Google Scholar 

  • Tsui AS, Porter LW (1993) A study of workforce diversity in 55 Orange County companies, unpublished manuscript, Graduate School of Management, University of California, Irvine

    Google Scholar 

  • Tsui AS, Nifadkar SS, Ou AY (2007) Cross-national, cross-cultural organizational behavior research: advances, gaps, and recommendations. J Manag 33:426–478

    Google Scholar 

  • Umphress EE, Simmons AL, Boswell WR, Triana MC (2008) Managing discrimination in selection: the influence of directives from an authority and social dominance. J Appl Psychol 93:982–993

    Article  Google Scholar 

  • Valasquez M (1996, Winter) ‘Thinking ethically’, issues in Ethics, pp 2–5

    Google Scholar 

  • White E (2008, June 30) Age is as age does: making the generation gap work for you. Wall Street Journal, p B6

    Google Scholar 

  • Williams KY, O’Reilly C (1998) Forty years of diversity research: a Review. In: Staw BM, Cummings LL (eds.) Research in organisational, Greenwich: JAI Press

    Google Scholar 

  • Wright R, Ferris SP, Hiller JS, Kroll M (1995) Competitiveness through management of diversity: effects on stock price valuation. Acad Manag J 38:272–287

    Article  Google Scholar 

  • Wynter LE (1994, December 21) Diversity is all talk, no affirmative action. The Wall Street Journal, p B1

    Google Scholar 

  • Yu H, Miller P (2005) Leadership style: the X generation and baby boomers compared in different cultural contexts. Leadersh Org Dev J 26(1):35–50. https://doi.org/10.1108/01437730510575570

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Deniz Zaptcioglu Celikdemir .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2021 The Author(s), under exclusive licence to Springer Nature Switzerland AG

About this entry

Check for updates. Verify currency and authenticity via CrossMark

Cite this entry

Celikdemir, D.Z., Katrinli, A. (2021). Efficient Diversity Management for Workplace Well-Being. In: Dhiman, S.K. (eds) The Palgrave Handbook of Workplace Well-Being. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-30025-8_5

Download citation

Publish with us

Policies and ethics