Benefits of the contact conditions for organizational diversity: Examining effects of intergroup dynamics, ethnic identity, and heterogeneit

The nature of our social condition is shifting with the diversity of the work force. Drawing on social psychological theories (Self Categorization Theory, Social Identity Theory, Social Power, Contact Hypothesis), it is argued that the extent to which a person identifies with their ethnic group and the demographic composition of their workgroup influences their experiences and behaviors in organizations. An assessment system based on the Conditions of Contact, termed the Diversity Climate Inventory (DCI), is developed. A sample of 309 employees is used to test the moderating effect of ethnic identity (EID) on the relationship between the DCI and work outcomes. The DCI was predictive of job satisfaction, commitment, procedural and interactional justice, job stress, and role overload. Relationships are stronger for high EID employees and several relationships are moderated by heterogeneity ("Being Different") within the workgroup. Organizations can realize benefits from diversity by fostering identification and attraction among coworkers and the organization. However, the evidence also issues cautions. Independent from ethnic group membership, favorable intergroup Conditions of Contact can interact with EID and demographic similarity of individuals in workgroups resulting in more beneficial outcomes for some more than others.