Hostname: page-component-848d4c4894-75dct Total loading time: 0 Render date: 2024-05-17T07:20:20.364Z Has data issue: false hasContentIssue false
  • English
  • Français

IDADA: The individual difference approach to assessing and developing diversity awareness

Published online by Cambridge University Press:  07 October 2013

Charmine E J Härtel ,
Günter F Härtel  and
Rick B Trumble
Charmine E J Härtel*
Affiliation:
UQ Business School, University of Queensland, Brisbane, QLD, Australia
Günter F Härtel
Affiliation:
CSL Limited, Parkville, VIC, Australia
Rick B Trumble
Affiliation:
Ocean Lakes High School, Virginia Beach, VA, USA
*
Corresponding author: c.hartel@uq.edu.au
Get access Rights & Permissions [Opens in a new window]

Abstract

This paper outlines a new approach to cultural awareness training, the Individual Differences Approach to Diversity Awareness (IDADA). IDADA is distinguished from other approaches in three ways: (a) it eliminates the need to characterise cultures, (b) it addresses unfair discrimination of any kind (e.g., weight, height, attractiveness), (c) it teaches employees to become aware of how their attitudes affect organisational performance, and (d) it focuses on job requirements. Initial evidence supports the validity of the model. The paper also introduces a new measure of diversity-openness called the Ideal Employee Inventory. Preliminary reliability and validity evidence for the measure is provided.

Keywords

workforce diversitycross-cultural managementdiversity trainingcross-cultural interactionscultural sensitivity scale
Type
Articles
Information
Journal of Management & Organization , Volume 19 , Issue 1 , January 2013 , pp. 60 - 74
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2013 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Allport, G. W. (1954). The nature of prejudice. Cambridge, MA: Addison-Wesley.Google Scholar
Ayoko, O. B., Härtel, C. E. J., Callan, V. J. (2002). Resolving the puzzle of productive and destructive conflict in culturally heterogeneous workgroups: A communication accommodation theory approach. International Journal of Conflict Management, 13(2), 165–195.Google Scholar
Bakker, W., Van Der Zee, K., Van Qudenhoven, J. P. (2006). Personality and Dutch emigrants’ reactions to acculturation strategies. Journal of Applied Social Psychology, 36(12), 2864–2891.Google Scholar
Bendl, R., Fleischmann, A., Hofman, R. (2009). Queer theory and diversity management: Reading codes of conduct from a queer perspective. Journal of Management and Organization, 15(5), 625–638.Google Scholar
Birrell, B., Healy, E. (2008). How are skilled migrants doing? People and Place, 16(1), 1–20.Google Scholar
Byrne, D. (1971). The attraction paradigm. New York, NY: Academic Press.Google Scholar
Christian, J., Porter, L. W., Moffitt, G. (2006). Workplace diversity and group relations: An overview. Group Processes and Intergroup Relations, 9, 459–466.Google Scholar
Devine, P. G. (1989). Stereotypes and prejudice: Their automatic and controlled components. Journal of Personality and Social Psychology, 56, 5–18.Google Scholar
DIAC. (2008). Population flows: Immigration aspects 2006–07. Edited by Citizenship DoIa. Canberra, ACT: Australian Government Publishing Service.Google Scholar
Dick, B. (1986). Learning to communicate. Brisbane, QLD: Interchange, The University of Queensland Bookshop.Google Scholar
Ely, R. J., Thomas, D. A. (2001). Cultural diversity at work: The moderating effects of work group perspectives on diversity. Administrative Science Quarterly, 46, 229–273.Google Scholar
Ensari, N. K., Miller, N. (2006). The application of the personalization model in diversity management. Group Processes and Intergroup Relations, 9, 589–607.Google Scholar
Fujimoto, Y., Härtel, C. E. J., Härtel, G. F. (2004). A field test of the diversity-openness moderator model in newly formed groups: Openness to diversity affects group decision effectiveness and interaction patterns. Cross-Cultural Management: An International Journal, 11(4), 4–16.Google Scholar
Gottfredson, L. F. (1992). Diversity in the workplace. In E. Susan Jackson & Associates (Eds.), Human Resources Initiatives. NY: Guilford Press.Google Scholar
Graves, L. M., Powell, G. N. (1995). The effect of sex similarity on recruiters’ evaluations of actual applicants: A test of the similarity-attraction paradigm. Personnel Psychology, 48, 85–97.CrossRefGoogle Scholar
Greenwald, A. G., Banaji, M. R. (1995). Implicit social cognition: Attitudes, self-esteem, and stereotypes. Psychological Review, 102, 4–27.CrossRefGoogle ScholarPubMed
Gudykunst, W. B., Stewart, L. P., Ting-Toomey, S. (Eds.). (1985). Communication, culture, and organisational processes. Beverly Hills, CA: Sage.Google Scholar
Härtel, C. E. J., Douthitt, S., Härtel, G. F., Douthitt, S. (1999). Equally qualified but unequally perceived: General cultural openness as a predictor of discriminatory performance ratings. Human Resource Development Quarterly, 10(1), 79–89.Google Scholar
Härtel, C. E. J., Fujimoto, Y. (1999, August). Explaining why diversity sometimes has positive effects in organizations and sometimes has negative effects in organizations: The perceived dissimilarity openness moderator model. In S. J. Havolic (Ed.), Academy of Management Best Papers Proceedings. Chicago, IL: Academy of Management.Google Scholar
Härtel, C. E. J., Fujimoto, Y. (2000). Diversity is not a problem to be managed by organisations but openness to perceived dissimilarity is. Journal of Australian and New Zealand Academy of Management, 6(1), 14–27.CrossRefGoogle Scholar
Härtel, C. E. J., Härtel, G. F., Barney, M. F. (1998). Shape: Improving decision-making by aligning organizational characteristics with decision-making requirements and training employees in a metacognitive framework for decision-making and problem-solving. Training Research Journal: The Science and Practice of Training, 4, 79–101.Google Scholar
Hay, P., Härtel, C. E. J. (2000). Toward improving the success of change management efforts: Modelling the factors contributing to employee's resistance during change implementation. Management Development Forum, 3(1), 131–154.Google Scholar
Ho, D. Y. F. (1995). Internalized culture, culturocentrism, and transcendence. The Counseling Psychologist, 23, 4–24.Google Scholar
Hobman, E. B., Bordia, P., Gallois, C. (2004). Perceived dissimilarity and work group involvement. The moderating effects of group openness to diversity. Group and Organization Management, 29, 560–586.Google Scholar
Jackson, S. E., Joshi, A., Erhardt, N. L. (2003). Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29, 801–830.Google Scholar
Jackson, S. E., Stone, V. K., Alvarez, E. B. (1993). Socialization amidst diversity: Impact of demographics on work team oldtimers and newcomers. In L. L. Cummings & B. M. Staw (Eds.), Research in Organizational Behaviour (Vol. 15, pp. 45–109). Greenwich, CT: JAI Press.Google Scholar
Joshi, A., Roh, H. (2009). The role of context in work team diversity research: A meta-analytic review. Academy of Management Journal, 52(3), 599–627.Google Scholar
Kulik, C. T., Roberson, L. (2008). Common goals and golden opportunities: Evaluations of diversity education in academic and organizational settings. Academy of Management Learning and Education, 7, 309–331.CrossRefGoogle Scholar
Liden, R. C., Wayne, S. J., Stilwell, D. (1993). A longitudinal study on the early development of leader-member exchanges. Journal of Applied Psychology, 78, 662–674.CrossRefGoogle Scholar
Miles, R. H., Randolph, W. A. (1985). The organization game–A simulation: Participant's manual (2nd ed.). New York, NY: Harper Collins.Google Scholar
Milliken, F. J., Martins, L. L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Journal, 21, 402–433.Google Scholar
Offermann, L., Gowing, M. (1993). Personnel selection in the future: The impact of changing demographics and the nature of work. In N. Schmitt & W. C. Borman (Eds.), Personnel Selection in Organizations (pp. 385–417). San Francisco, CA: Jossey-Bass.Google Scholar
Olsen, J. E., Martins, L. L. (2012). Understanding organizational diversity management programs: A theoretical framework and directions for future research. Journal of Organizational Behavior, 33, 1168–1187.CrossRefGoogle Scholar
Pulakos, E. D., Wexley, K. N. (1983). The relationship among perceptual similarity, sex, and performance ratings in manager-subordinate dyads. Academy of Management Journal, 26, 129–139.Google Scholar
Rhuly, S. (1976). Orientations to intercultural communication. Chicago, IL: Science Research Associates.Google Scholar
Roberson, L., Kulik, C. T., Pepper, M. B. (2009). Individual and environmental factors influencing the use of transfer strategies after diversity training. Group and Organization Management, 34, 67–89.Google Scholar
Rynes, S., Rosen, B. (1995). A field survey of factors affecting the adoption and perceived success of diversity training. Personnel Psychology, 48, 247–270.Google Scholar
Schneller, R. (1989). Intercultural and intrapersonal processes and factors of misunderstanding: Implications for multicultural training. International Journal of Intercultural Relations, 13, 465–484.Google Scholar
Sinclair, A. (2006). Critical diversity management practice in Australia: Romanced or co-opted? In A. M. Konrad, P. Prasad, & J. K. Pringle (Eds.), Handbook of workplace diversity (pp. 511–530). Thousand Oaks, CA: Sage.Google Scholar
Solomon, J. (1990, September 12). As cultural diversity of workers grows, experts urge appreciation of differences. The Wall Street Journal, B1–B10.Google Scholar
Tom, V. R. (1971). The role of personality and organisational images in the recruiting process. Organizational Behavior and Performance, 6, 573–592.Google Scholar
Triandis, H. C., Kurowski, L. L., Gelfand, M. J. (1994). Workplace diversity. In H. C. Triandis, M. D. Dunnette, & L. M. Hough (Eds.), Handbook of Industrial and Organizational Psychology (pp. 769–815). Palo Alto, CA: Consulting Psychologists.Google Scholar
Tsui, A. S., Egan, T. D., O'Reilly, C. A. (1992). Being different: Relational demography and organizational attachment. Administrative Science Quarterly, 37, 549–579.CrossRefGoogle Scholar
Van De Ven, A. H., Rogers, R. W., Bechara, H. P., Sun, K. (2008). Organizational diversity, integration and performance. Journal of Organizational Behavior, 29, 335–354.Google Scholar
Van Knippenberg, D., Schippers, M. C. (2007). Work group diversity. Annual Review of Psychology, 58, 515–541.Google Scholar
Verderber, R. F., Verderber, K. S. (1995). Inter-act: Using interpersonal communication skills (7th ed.). Beverly, MA: Wadsworth Publishing.Google Scholar
Wang, X., Sangalang, P. J. (2005). Work adjustment and job satisfaction of Filipino immigrant employees in Canada. Canadian Journal of Administrative Sciences, 22(3), 243–254.Google Scholar
Warr, P., Bunce, D. (1995). Trainee characteristics and the outcomes of open learning. Personnel Psychology, 48, 347–375.Google Scholar
Watzlawick, P. (1976). How real is real. New York, NY: Random House.Google Scholar
Zalesny, M. D., Highhouse, S. (1992). Accuracy in performance evaluations. Organizational Behavior and Human Decision Processes, 51, 22–50.Google Scholar