This article presents a brief diversity audit of three major U.S. corporations, who share some interesting common traits. The attractive diversity delineations posted on these company's Web sites will be reviewed, followed by their issues with the same topic in the past few decades. This threefold audit is followed by two important observations…

Although the importance of diversity in organizations is widely recognized, diversity training is under attack. Drawing from self-efficacy theory and research, we developed a questionnaire to measure one's efficacy of successfully coping with widely recognized diversity initiatives. Then we conducted a study examining the effect of…

By examining supplier diversity programs and comparing their components with the role of the diversity practitioners, we highlight the important role that diversity practitioners can have in supplier diversity programs. In reviewing the U.S. auto industry and its successful supplier diversity model, our findings suggest that diversity…

Employees (124 whites, 36 people of color) read a diversity course description and completed a survey. A traditional title and broad focus received the most favorable responses. Men reacted more negatively than women, especially to a narrow focus and being assigned to the course for remedial purposes. The framing of diversity training thus…

Three studies were conducted to (1) identify emotional, cognitive, and behavioral responses to diversity; (2) develop an instrument; and (3) test the instrument with 110 students and 66 workers. The Reaction-to-Diversity Inventory was deemed useful for assessing attitudes and perceptions prior to diversity training. (Contains 24 references.) (SK)

Interviews with eight diversity managers in multinational corporations revealed a variety of domestic and international diversity initiatives, especially in leadership and management. Formal and informal methods were used to plan them. Business unit managers were responsible for implementation. Evaluation was difficult and time consuming. (SK)

In a study of 366 ethnically diverse employees, perceived discrimination from supervisors, coworkers, or the organization affected organizational commitment, job satisfaction, and citizenship behavior. Perceived discrimination was not related to the number of grievances filed. (Contains 57 references.) (SK)

In-depth interviews with 12 diversity experts identified organizational and individual barriers inhibiting development of a diverse workforce. Primary reasons for diversity initiatives included improving productivity, enhancing social responsibility, and addressing legal concerns. (SK)

Although training programs are an important component in most companies' diversity initiatives, little theoretical guidance is available for their implementation. This article proposes a model based on the theory of planned behavior, which addresses the roles of attitude, subjective norms, and perceived behavioral control in motivation to learn…