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Managing Diversity in U.S. Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational Performance

Authors

  • Sungjoo Choi,

    Corresponding author
    1. Kennesaw State University
      Sungjoo Choi is an assistant professor in the Department of Political Science at Kennesaw State University. She received her doctorate from the University of Georgia. Her research interests include diversity management, organizational justice, performance management in public organizations, and comparative public administration.
      E-mail:schoi10@kennesaw.edu
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  • Hal G. Rainey

    Corresponding author
    1. University of Georgia
      Hal G. Rainey is Alumni Foundation Distinguished Professor in the School of Public and International Affairs at the University of Georgia. His book Understanding and Managing Public Organizations was published in 2009. This year, he received the Dwight Waldo Award from the American Society for Public Administration.
      E-mail:hgrainey@uga.edu
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Sungjoo Choi is an assistant professor in the Department of Political Science at Kennesaw State University. She received her doctorate from the University of Georgia. Her research interests include diversity management, organizational justice, performance management in public organizations, and comparative public administration.
E-mail:schoi10@kennesaw.edu

Hal G. Rainey is Alumni Foundation Distinguished Professor in the School of Public and International Affairs at the University of Georgia. His book Understanding and Managing Public Organizations was published in 2009. This year, he received the Dwight Waldo Award from the American Society for Public Administration.
E-mail:hgrainey@uga.edu

Abstract

Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofit organizations. The authors address the effects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their findings suggest that racial diversity relates negatively to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity reflect more complicated relationships. This article provides evidence for several benefits derived from effectively managing diversity.

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