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To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.obhdp.2008.01.002 Byline: Hui Liao (a), Aichia Chuang (b), Aparna Joshi (c) Keywords: Perceptions of dissimilarity; Deep-level dissimilarity; Relational demography; Personality; Overall job attitude (job satisfaction and affective commitment); Helping behavior; Work withdrawal behavior; Turnover Abstract: The current research extends three research areas in relational demography: considering deep-level dissimilarity in theory building, assessing dissimilarity perceptions directly in theory testing, and examining the antecedents of dissimilarity perceptions. The results, based on two field studies using diverse samples, demonstrate the effects of enduring personality traits of Extraversion and Agreeableness on an individual's perceived deep-level dissimilarity to coworkers in the workgroup, and the effects of perceived deep-level dissimilarity beyond the effects of actual dissimilarity and perceived surface-level dissimilarity on critical work outcomes, including the individual's overall job attitude, and behaviors of helping, work withdrawal, and actual voluntary turnover. Author Affiliation: (a) School of Management and Labor Relations Rutgers, The State University of New Jersey, Human Resource Management Department, 209 Janice H. Lavin Building, 94 Rockafeller Road, Piscataway, NJ 08854, USA (b) Department of Business Administration, College of Management, National Taiwan University, 811 2nd Management Building, 85, Sec. 4, Roosevelt Road, Taipei, Taiwan 106 (c) Institute of Labor and Industrial Relations, University of Illinois at Urbana-Champaign, 109 LIR Building, 504 East Armory Avenue, Champaign, IL 61820, USA Article History: Received 22 April 2006 Article Note: (footnote) [star] An earlier version of this paper received the Dorothy Harlow Distinguished Paper Award from the Academy of Management's Gender and Diversity in Organizations Division in 2006., [star][star] The data for assessing the overall job attitude variable in Study 2 of this article were also used in .

Workgroup variety is suggested to have an impact on office efficiency through client choices and variations in relations among employees within the organization. This theory was examined in studies, which showed that there is no constant correlation between the staff and clients on business.

The relationship between diversity in composition of teams and their performance could be deduced by examining the combined influence of team diversity and demographic aspects of the team composition. into account an enriched comprehension of the correlation between group variety and group efficiency can attain the integrated results of group variety and human ecology. The three features of the human demographics ecology that would curb the consequences of group diversity on efficiency are theorized. The feasible inferences of the report on this correlation for later examinations of group diversity variety are presented.

The effects of the workplace diversity, on teams and organizations, are assessed through Strength Weakness Opportunity Threat (SWOT) analysis.

Diversity Research Network studied the relationships between race, gender diversity and performance of four large organizations. It was observed that diversity had positive as well as negative impact on business performances.

[16] Joshi, Aparna, Hui Liao, and Susan E. Jackson (2006), 'Cross-Level Effects of Workplace Diversity on Sales Performance and Pay,' Academy of Management Journal, 49 (3), 459-481. [Hartman] The authors use social identity theory to develop hypotheses about gender- and ethnicity-based pay differences within a firm and specifically examine the moderating role of the demographic composition of work teams and managers. Data were collected from the U.S. sales division of a Fortune 500 firm and included a usable sample of 3,318 salespeople in 437 teams nested in 46 sales units. Measures included individual demographic attributes, work team demographic composition, management composition of work units, individual sales performance, annual fixed salary, incentive pay, and several control variables. Hypotheses were tested using hierarchical linear modeling (HLM). The findings provide mixed support for specific hypotheses yet suggest work team demographic composition and unit management composition moderate the relationship between individual demographic attributes and pay. The different patterns of results for the effects of general and ethnicity were also explored and discussed.

There are a number of factors determining success for women on global assignments. It is clear that cross-cultural adjustment will take place more readily if women are supported by their employer and their spouse. Companies must therefore consider how to improve the support of their female expatriates. It seems that company support could be boosted through making available cross-cultural training and relocation help. It was established that high-level women have more positive experiences on global assignments than lower-level expatriates.