Diversity Influence on Team Performance

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Research Method

To answer the research questions, it is essential to adopt a specific approach that is likely to be helpful for this study. Since the questions listed in this paper do not require answers based on clear statistics and numbers, it is possible to suggest that descriptions and recommendations for further research on the topic will be sufficient. Additionally, suggestions for solving the identified problems and shortcomings will also be part of the answers. Therefore, the chosen method is the qualitative literature review.

Overall, it is a rather valid choice for searching for the necessary evidence and answering the questions. This method will allow to gather valuable information, analyze different authors’ views, and gain a complex and rich understanding of the topic under study. Since the diversity and team performance topic is well explored by professional researchers, it is possible to find relevant information and compare various points of view while ensuring that the data is credible and trustworthy. Additionally, the literature review method will be helpful in identifying existing gaps and providing suggestions regarding future studies.

As for the information sources that are used in this research, they are numerous peer-reviewed articles and scholarly papers written on this topic. Precisely these works are typically biased-free, trustworthy, credible, and relevant. Moreover, all the chosen papers have the necessary information explained in detail and proved by tables, citations, and figures. Their own lists of references may be helpful for the current research or in case this paper’s readers decide to explore the issue deeper or refer to the primary sources. Finally, secondary data analysis is applied to systematize the finding and draw specific conclusions that will answer the research questions.

Discussion

This section of the paper is devoted to discussing and analyzing the information found in the reviewed literature to provide answers to the research questions. Since there are three of them, the issues will be explored in turn. Each finding or evidence will be cited, and credit will be given to the original research.

Effects of Diversity on Team Performance

To begin with, it is essential to notice that the literature review showed a certain level of disagreement between the researchers about whether diversity has positive or negative influences on team performance. For example, in their empirical research paper, Churchill and Valenzuela (2019) state that “higher levels of ethnic and linguistic heterogeneity are associated with poorer firm performance” (p. 2079). The authors explain this fact by noticing that companies’ KPIs typically depend on several mechanisms of influence, involving social networks, trust, and discrimination (Churchill & Valenzuela, 2019). Unfortunately, precisely these valuable components are usually weaker or absent in ethnically diverse communities, be it a firm, college, or other groups of people. Further, Marx et al. (2021) have almost the same opinion regarding this topic. Their field experiment on team diversity shows that “horizontal ethnic diversity decreases performance,” while horizontally homogeneous teams tend to organize tasks more efficiently (Marx et al., 2021, p. 1). Finally, Lee’s (2019) “panel data analysis shows that increased minority representation lowers agencies’ goal achievement” (454). Therefore, not all researchers believe in the positive effects of diversity on the effectiveness and performances of different groups of people.

At the same time, other evidence suggests that positive impact is still possible. For instance, in agencies where people of various cultures and ethnicities are initially well treated, there is a strong positive relationship between diversity and performance (Lee, 2019). Furthermore, the latter can be enhanced by vertically diverse teams because they appear to put in more effort (Marx et al., 2021). Hunter-Johnson and Al-Asfour (2021) explore the topic from the veterans’ point of view and state that organizations can receive a vast number of benefits by hiring a veteran. These benefits include competitive advantage, a diverse employee pool, enhanced performance, and creativity (Hunter-Johnson & Al-Asfour, 2021). Finally, Varhelahti and Turnquist (2021) explored the relationship between communication in virtual project team meetings and occupational, linguistic, and cultural diversity. It appears that the latter facilitates communication and promotes the better performance of the team.

As for younger generations, culturally diverse schools tend to increase students’ positive perceptions of diversities and increase their current classroom and further workplace performances (Igwebuike, 2006; Schwarzenthal, 2019). It is also interesting that “among male academic staff in public administration, there is a significant negative relationship between gender diversity and turnover intentions” (Nielsen & Bo Madsen, 2017, p. 77). Consequently, despite numerous positive influences of diversity on employees’ and students’ performance, not all people support the inclusion of persons of different nationalities, ages, genders, and cultures, undermining the power of diversity.

Major Disadvantages Experienced by Dissimilar Team Members Operating in Otherwise Homogeneous Units

Unfortunately, even though there is a significant promotion of diversity in the workplace and classrooms, representatives of different minorities usually have to face negative attitudes and other disadvantages that reduce the efforts of authorities and social organizations. To begin with, younger people working together with older generations are not taken seriously due to a lack of years of experience (Amayah & Gedro, 2014, p. 42). Therefore, their creativity and initiative are often cut short at the initial stage, and certain stereotypes held by other workers negatively affect their professionalism.

Further, Churchill and Valenzuela (2019) emphasize that diverse representatives tend to be discriminated and treated with lower respect and trust, which also reduces the overall performance of a team. What is more, despite the expected consideration for veterans, they “are often misunderstood and stigmatized” within a civilian workforce, which “results in misconceptions and misinterpretation regarding transfer of professional experience and training” (Hunter-Johnson & Al-Asfour, 2021, p. 86). Consequently, veterans usually face employment challenges, minimal career development, and exclusion. Further, it is common for females to be discriminated by men and thus become dissatisfied with their jobs (Nielsen & Bo Madsen, 2017). To conclude, the current increased promotion of workplace and classroom diversity does not guarantee that representatives of minority groups will not face challenges, discrimination, and other severe disadvantages mentioned in this subsection.

The Necessity to Manage Diversity for Team Performance

For leaders of different communities, it is vital to manage diversity to make sure that no one on the team is discriminated, humiliated, or excluded, which may reduce the whole team’s performance. As mentioned by Farmanesh et al. (2020), ill-considered and ineffective attempts of managers to diversify the workforce can result in diversity fatigue, which in turn negatively affects the communication between dissimilar team members and majority representatives. Further, it is necessary for leaders to manage diversity and make it a shared value so that other employees have no chance to spread stereotypes with impunity (Adediran, 2018). Byrd (2018) raises the problem of diversity branding and insists on the necessity for leaders not only to emphasize their valuation of diversity but also manage it properly to avoid disadvantages faced by dissimilar workers and increase performance. One of the possible ways to do that is suggested by Fleischmann and Burgmer (2020) and is called affirmative action. Since attitudes toward affirmative action are generally negative, this is a great topic for further research on diversity and team performance and the elimination of discrimination.

References

Adediran, A. O. (2018). The journey: Moving racial diversification forward from mere commitment to shared value in elite law firms. International Journal of the Legal Profession, 25(1), 65-89.

Amayah, A. T., & Gedro, J. (2014). Understanding generational diversity: Strategic human resource management and development across the generational “divide.” New Horizons in Adult Education & Human Resource Development, 26(2), 36-48.

Byrd, M. Y. (2018). Diversity branding strategy: Concealing implicit stereotypes and biased behaviors. Advances in Developing Human Resources, 20(3), 299-312.

Churchill, S. A., & Valenzuela, M. R. (2019). Determinants of firm performance: Does ethnic diversity matter? Empirical Economics, 57, 2079-2105.

Farmanesh, P., Vehbi, A., Zargar, P., Sousan, A., & Bhatti, F. (2020). Is there always a positive relationship between workplace diversity and organizational performance, or does diversity fatigue imply a suppressing effect? South East European Journal of Economics and Business, 15(1), 14-26.

Fleischmann, A., & Burgmer, P. (2020). Abstract thinking increases support for affirmative action. Sex Roles, 82, 493-511.

Hunter-Johnson, Y., & Al-Asfour, A. (2021). Let’s connect: Diversity, inclusion and career development of veterans within the civilian workforce. American Association for Adult and Continuing Education 2020 Conference.

Igwebuike, J. G. (2006). Legal and policy implications for faculty diversification in higher education. The Negro Educational Review, 57(3-4), 189-201.

Lee, H. (2019). Does increasing racial minority representation contribute to overall organizational performance? The role of organizational mission and diversity climate. American Review of Public Administration, 49(4), 454-468.

Marx, B., Pons, V., & Suri, T. (2021). Diversity and team performance in a Kenyan organization. Journal of Public Economics, 197, 1-22.

Nielsen, V. L., & Bo Madsen, M. (2017). Does gender diversity in the workplace affect job satisfaction and turnover intentions? International Public Management Review, 18(1), 77-115.

Schwarzenthal, M., Schachner, M. K., Juang, L. P., & van de Vijver, F. J. R. (2019). Reaping the benefits of cultural diversity: Classroom cultural diversity climate and students’ intercultural competence. European Journal of Social Psychology, 50, 323-346.

Varhelahti, M., & Turnquist, T. (2021). Diversity and communication in virtual project teams. IEEE Transactions on Professional Communication, 64(2), 201-214.

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