A FIELD SURVEY OF FACTORS AFFECTING THE ADOPTION AND PERCEIVED SUCCESS OF DIVERSITY TRAINING

Authors


  • We thank Commerce Clearing House and the Society for Human Resource Management for financial and administrative support for this research. We also thank James Mallue and Paulette Tonn Booker for their excellent assistance in survey administration and analysis. Finally, we thank Robert Bretz, Nancy Hauserman, and three anonymous reviewers for their very valuable comments on earlier versions of this manuscript.

and requests for reprints should be addressed to Sara Rynes, Department of Management & Organizations, College of Business Administration, University of Iowa, Iowa City IA 52242.

Abstract

Seven hundred and eighty-five human resource professionals responded to a questionnaire about diversity issues in their organizations. Analyses were conducted to determine the factors associated with (a) adoption of diversity training and (b) perceived training success. Results revealed that both training adoption and perceived training success were strongly associated with top management support for diversity. In addition, training adoption was associated with large organizational size, positive top management beliefs about diversity, high strategic priority of diversity relative to other competing objectives, presence of a diversity manager, and existence of a large number of other diversity-supportive policies. Perceived training success was also associated with mandatory attendance for all managers, long-term evaluation of training results, managerial rewards for increasing diversity, and a broad inclusionary definition of diversity in the organization. Suggestions for future research are offered.

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