TitleDiversity management and its organizational outcomes
NameMa, Jia (author), Riccucci, Norma (chair), Farmbry, Kyle (internal member), Thompson, Frank (internal member), Schachter, Hindy L (outside member), Rutgers University, Graduate School - Newark,
SubjectPublic Adm. (SPAA),
Diversity in the workplace,
DescriptionThe effects of workforce diversity and diversity management have received much attention in recent years. These studies share the concern that without empirical data to support their positive outcomes, workforce diversity and diversity management cannot be widely accepted by public managers. The objective of this dissertation is thus to examine the relationship between workforce diversity, diversity management and minority employee turnover rate, one of the most important organizational outcomes. With this objective, it seeks to address the following issues: 1. How does a strategic diversity management system (SDM) affect workforce diversity and minority employee turnover rate? 2. Which diversity management practices among SDM contribute to the above results? 3. How does workforce diversity affect minority employee turnover rate? 4. Does workforce diversity differ between entry-level employees and professional employees? 5. If there is such a difference between these two groups' diversity, how does this difference affect their minority employee turnover rates respectively? This dissertation also recommends applying strategic human resources management theory to diversity management. It argues that diversity management would achieve its best results when implemented as a synergetic system. Accordingly, it suggests a strategic diversity management framework and discusses its outcomes. ANOVA and regression analysis were conducted on a sample of 24 agencies in New Jersey state government. The overall findings demonstrate that agencies with better diversity management systems tend to have higher workforce diversity and lower minority turnover rate. The findings also show that diversity management practices as a whole generate positive organizational outcomes, even though some of these practices may not be effective individually. The findings indicate that there is more diversity in entry-level job positions than in professional-level positions. Moreover, at the entry level the minority employee turnover rate is negatively affected by workforce diversity, while at the professional level there is no noticeable effect on the turnover rate.
NoteIncludes bibliographical references
Noteby Jia Ma
CollectionGraduate School - Newark Electronic Theses and Dissertations
Organization NameRutgers, The State University of New Jersey
RightsThe author owns the copyright to this work.