Effects of Diversity Management on Attachment

Authors

  • Jacqueline A. Gilbert,

    Corresponding author
    1. Department of Management and Marketing Middle Tennessee Stale University
      Correspondence concerning this article should be addressed to Jacqueline Gilbert, Department of Management and Marketing, P. O. Box 75, Middle Tennessee State University, Murfreesboro, TN 37132.
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  • John M. Ivancevich

    1. Department of Management University of Houston
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Correspondence concerning this article should be addressed to Jacqueline Gilbert, Department of Management and Marketing, P. O. Box 75, Middle Tennessee State University, Murfreesboro, TN 37132.

Abstract

The theoretical underpinnings of this paper explain the process of organizational transformation to value differences and the attitudinal transformation of minority and majority individuals to appreciate diversity. As an empirical test of these theories, the research investigated absenteeism and psychological attachment in 2 Fortune 100 conglomerates in different stages of managing their diversity. Cox (1991) suggests that organizations evolve toward multiculturalism, a state in which employee differences are valued and appreciated. Analyses of 284 respondents reveal that majority and minority employees in a more multicultural firm experienced greater attitudinal attachment. Study results suggest that a culture that stresses inclusion of all individuals will have a positive impact on the demographic majority.

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