This article addresses previous shortcomings in diversity management scholarship by testing an expanded diversity model borrowed from the work of Page (2007). Page’s model assumes diversity can be measured as both a mean and a variance, and that it consists of cognitive, identity, and preference characteristics. We link Page’s conceptualization of diversity to both individual-level outcomes and organizational performance. Results indicate cognitive, preference, and identity diversity have either no or small, mixed effects on employee turnover intentions and agency performance; instead, findings suggest employee voice and organizational size and structure matter more than diversity in our sample. We conclude with a discussion of the theoretical ramifications of our findings.
Voice matters! I’ll post more on this shortly.