The Impact of Diversity Programs on Job Satisfaction from the Employee's Perspective: an Empirical Examination.

Topics: Management, Affirmative action, Discrimination / Pages: 9 (2112 words) / Published: Mar 1st, 2011
The impact of diversity programs on job satisfaction from the employee’s perspective: An empirical examination.
Mary White-Burt
Argosy University

The impact of diversity programs on job satisfaction from the employee’s perspective: An empirical examination.

Over the past few decades the buzz word for many organizations has been diversity. The term is not limited to one industry or country. The literature that was obtained specifically impacted the federal government, education system and the service industry both nationally and internationally (Testa & Mueller, 2009), (Kouse, 2009), (Burgess, French & Strachan, 2009) and (Pitts, 2009). It is a term that is used in multiple vision statements and newspaper want ads to attract attention to ones individual organization. However, it is still a vague term. Svyantek and Bott (2004) eludes to this vague term in their study on “Received Wisdom and the relationship between diversity and organizational performance” (p. 297). This study decreases the impact of many of the previous studies on diversity that outlines no true line of measurement or identification of diversity for the study. Therefore, it is imperative to define the meaning of diversity for the duration of this literature research and into the future study. Cummings and Worley (2001) defined diversity as “the mix of gender, age, disabilities, cultures, ethnic backgrounds, and lifestyles that characterize the organization’s workforce and potential labor pool” (p. 670). It is also imperative to clarify that during this study Equal Employment Opportunity (EEO) and Equal Opportunity (EO) terminology are interchangeable; however, Affirmative Action is considered a separate component of the previously two stated. Many of these programs exist because of past unjust actions and to prevent future unjust actions. Their existence also presents a controversial appearance. The future research will also attempt to provide valid information that will clarify ones



References: Bledsoe, M., Oatsvall, R., & Condon, D.. (2010). Diversity Management: Seeking Validation. Journal of Diversity Management, 5(1), 23-30. DOI: 2009231421. Burgess, J., French, E., & Strachan, G.. (2009). The Diversity Management Approach to Equal Employment Opportunity in Australian Organizations. The Economic and Labour Relations Review : ELRR, 20(1), 77-92. DOI: 1961405231. Cummings, T. and Worley, C. (2001). Organizational Development & Change, (7th Ed.). Cincinnati, OH: South-Western College Publishing. Cunningham, G. B. and Sagas, M. (2004). Examing the main and interactive effects of deep- and-surface level diversity on job satisfaction and organizational turnover intentions. Organizational Analysis 12,3. Retrieved on June 4, 2010, from ProQuest. Pitts, D. (2009). Diversity management, job satisfaction, and performance: Evidence from U.S. federal agencies. Public Administration Review, 69 (2), 328-338. DOI: 1655979821. Soldan, Z. (2009). Does management walk the talk? Study of employee perceptions. Journal of Diversity Management, 4(4), 1-1. DOI: 1967952681. Svyantek, D.J. and Bott, J. Received wisdom and the relationship between diversity and organizational performance. Organizational Analysis12(3)pg 295. Retrieved on June 6, 2010, from ProQuest. Syed, J., & Kramar, R.. (2009). Socially responsible diversity management. Journal of Management and Organization, 15(5), 639-651. DOI: 1970680141.

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