Organizational diversity training programs.

Managing diversity is becoming increasingly important as the population and workforce become even more diverse and global. Diversity brings both opportunities as well as challenges due to the many types of biases embedded within diversity itself. Diversity training and related initiatives are intended to attack such biases and bring awareness to the destructive nature of bias that can only lead to poor decision-making, toxic relationships, and dysfunctional organizations and societies overall.

A meta-analytical integration of over 40 years of research on diversity training evaluation.

This meta-analysis of 260 independent samples assessed the effects of diversity training on 4 training outcomes over time and across characteristics of training context, design, and participants. Models from the training literature and psychological theory on diversity were used to generate theory-driven predictions. The results revealed an overall effect size (Hedges g) of .

A multilevel perspective on faultlines: Differentiating the effects between group- and organizational-level faultlines.

Integrating the literature on faultlines, conflict, and pay, we drew on the basic principles of multilevel theory and differentiated between group- and organizational-level faultlines to introduce a novel multilevel perspective on faultlines. Using multisource, multilevel data on 30 Major League Baseball (MLB) teams, we found that group-level faultlines were negatively associated with group performance, and that internally focused conflict exacerbated but externally focused conflict mitigated this effect. Organizational-level faultlines were negatively related to organizational performance, and were most harmful in organizations with high levels of compensation.

The effects of alignments: examining group faultlines, organizational cultures, and performance.

By integrating literature on group faultlines, organizational cultures, and value congruence, this research presents a framework that explains how cultural alignment across organizational levels may influence the relationship between faultlines and performance. The hypotheses were tested using representatively sampled multisource qualitative and quantitative data on 138 teams from a Fortune 500 company. The present findings demonstrate that although informational faultlines were detrimental for group performance, the negative relationship between faultlines and performance was reversed when cultures with a strong emphasis on results were aligned, was lessened when cultures with a weak emphasis on results were aligned, and remained negative when cultures were misaligned with respect to their results orientation.