A configurational framework for diversity: socialization and culture

Abstract

Purpose

To develop hypotheses aimed at finding ways to take full advantage of the benefits associated with selecting and hiring dissimilar employees such as creativity, productivity, and problem solving, while avoiding negative consequences such as lower job satisfaction and increased turnover.

Design/methodology/approach

A review of the diversity, socialization, and culture literature was conducted. In addition, this research is based on configurational theory and the idea that all the constructs interact with one another in order to affect outcomes in an organization.

Findings

The literature review and theory development support the idea that, in order to benefit from the positive outcomes related to diversity, organizations should implement individualized socialization tactics within a collectivistic organizational culture.

Research limitations/implications

The hypotheses need to be empirically tested.

Practical implications

This research suggests that it is possible for managers to get the most out of a diverse workforce while minimizing the negative effects. One of the main issues with diversity is the increased conflict and turnover. By implementing individualistic socialization tactics within a collectivistic culture, organizations will benefit from employees' backgrounds and experiences, while promoting teamwork and a cohesive organization.

Originality/value

This paper fills a void in the diversity literature by suggesting that it is through socialization and culture that one can overcome the negative effects of diversity.

Citation

McMillan‐Capehart, A. (2005), "A configurational framework for diversity: socialization and culture", Personnel Review, Vol. 34 No. 4, pp. 488-503. https://doi.org/10.1108/00483480510599798