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Diversity Management Practices, Do They Make A Difference? Examining Consequences Of Their Adoption In Local Governments

Author: YONGBEOM HUR and RUTH ANN STRICKLAND
Published in PAQ, Vol. 39 No. 2

Organizations in both the private and public sectors have adopted diversity management practices (DMPs), hoping that they could better manage diversity-related issues with adopted practices. However, those adopted diversity management practices may be best guesses at best due to lack of hard evidence about their effects. With the data collected from the surveys sent to local governments in North Carolina, we probe the effects of adopted DMPs, conducting regression, analysis of variance, and correlation analyses. According to the findings of this study, adopted DMPs did not seem to work in achieving the goals of managing diversity, which is more likely when local governments adopt DMPs reactively, not proactively, or if there is a threshold in the number of adopted DMPs. If management-oriented goals such as reducing conflicts are not achieved in diversity management, local governments may not fully enjoy the benefits of being diverse in their organizations or may even hurt themselves because diversity in the workplace can be a double-edged sword in the end.

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