Premium
A Twenty‐First‐Century Reception for Diversity in the Public Sector: A Case Study
Author(s) -
Soni Vidu
Publication year - 2000
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/0033-3352.00103
Subject(s) - diversity (politics) , workforce diversity , workforce , diversity management , agency (philosophy) , public relations , interpersonal communication , cultural diversity , public sector , gender diversity , ethnic group , prejudice (legal term) , human resource management , political science , sociology , social psychology , psychology , management , social science , economics , law , corporate governance
In the past decade, most large public‐sector organizations have adopted a philosophy of valuing workforce diversity and have implemented a variety of initiatives for effectively utilizing and managing the current and projected workforce diversity. However, whether organizational members subscribe to the diversity value or support the employer‐sponsored diversity‐management initiatives still largely remains unanswered. This article discusses the influence of employee race/ethnicity and gender identity, associated stereotyping and prejudice, and the nature of interpersonal relations on acceptance of diversity and support for diversity‐management initiatives. The hypothesis that these three variables have a significant influence on receptivity to diversity in the workplace was empirically tested in a case study of diversity‐management practices of a federal agency, and the study findings are reported in this article.