Diversity Is in the Eye of the

Beholder: Diversity Perceptions

of Managers
Defining Diversity based on Aspects

Diversity aspects can be referred to as

perceived differences of a specific
attribute between people on the
observable or unobservable level
(Milliken & Martins, 1996; Williams &
OReilly, 1998)

OBSERVABLE and UNOBSERVABLE

Another way of viewing diversity is done by Jehn, Northcraft, and
Neale (1999)
Value diversity, social category diversity, and informational diversity.

Harrison and Klein (2007)

Separation
Variety Disparity
(Beliefs,
(knowledge, (valued asset,
Opinions,
expertise) social status)
Attitudes)
Any diversity type has an effect on the organization depending on the way the
diversity type is viewed.

For example: age diversity can have a positive or a negative effect in an

organization. If managers view age diversity as causing miscommunications and
generation gaps, age diversity is likely to have a negative effect.

If age diversity is viewed as a resource to market their services in different age

groups, age diversity is likely to have a positive effect.
Thus
Diversity is in the eye of the beholder!
 THE PILOT STUDY

Investigated the relationship between diversity

perceptions and organizational performance
perceptions by making use of the diversity typology
set out by Harrison and Klein (2007)
 HYPOTHESES

PERCEPTION OF ORGANIZATION
EMPLOYEE DIVERSITY OUTCOME

Separation Leads to negative Slightly positive

(different opinions, different outcome correlation (Regression
values, and different attitudes) rejected)

Variety Leads to positive Strong positive

(by different outcome Measured by:
correlation
knowledge/information, different (Accepted)
levels of expertise, and different
work experiences)
Leads to negative insignificant
Disparity outcome Impact and Contribution
(differences in income, to organizational
differences in possession of effectiveness.
status, and differences in level of
status)
ZERO ORDER CORRELATION
Results

Separation
This is contrary to what Harrison and Klein (2007) claim. Separation even shows
some similarity with the variety perception.
This means that a manager should view the diversity in an organization or in a
team as the various ways of reasoning and viewpoints employees might have in
order to achieve a positive outcome in the organization
Variety
This means that managers, who aim to have positive organizational outcomes
for diversity, should have employees who perceive diversity as variety.
Disparity
managers who perceive employee diversity strongly as disparity aspects will not
necessarily also perceive more or less organizational outcomes of their
employees.
4 Model Regression

The results of Table 3 indicate the acceptance of hypothesis 2, while

confirmation of hypothesis 3 can be found. However, hypothesis 1 still
needs to be rejected on the basis of the results of Table 3.
 Conclusion

The main aim is to point out that diversity should not be

viewed in the traditional way (e.g., race, gender, age, function,
generation).

Diversity is in the eye of the beholder: how diversity is viewed

will have a more relevant impact on the organization than
which type of diversity is being viewed.