The Project

Getting the best from Diversity Management

Antecedents and outcomes of managing diversity in a UK context: test of a mediation model
Otaye-Ebede L. E. (2019)
International Journal of Human Resource Management

Many diversity management studies have examined the macro-level effects of diversity management practices on organisational performance. In this article the author takes a micro-level perspective and investigates how employees’ perception of the implementation of diversity management practices within their employing organisations influences their relationships with the organisation and in turn their career satisfaction and intention to leave.

Based on data from 191 ethnic minority employees in the UK, the author found that the reasons why organisations implemented diversity management practices affected their work outcomes. More specifically, when employees perceived that an organisations diversity management practices was driven not by a concern for employees but by an equality-driven compliance-focus (i.e. legal reasons and political correctness), there was an increased level of intention to leave the organisation.

The findings also revealed that when organisations implement diversity management practices, they demonstrate to their employees their support for diversity. Subsequently, the perception that an organisation supports diversity could create a feeling of attachment to the organisation and a willingness to reciprocate through increased and better work performance. The research findings further revealed that when an organisation effectively utilizes diversity management practices, employees perceive that decision processes are implemented on non-prejudicial factors, and accordingly, their sense of overall justice is enhanced.


Practical Takeaways

  • Organisations need to invest in implementing diversity specific HR practices (i.e. DMP) that are not seen to be legally driven or motivated
  • Organisations that implement diversity management practices for business related reasons such as the need to be competitive translate to employees their willingness to be progressive, inclusive and to go beyond legal compliance.
  • Employees in organisations whose diversity management practices focus on leveraging diversity to achieve business-related outcomes (e.g. competitiveness) are more likely to have increased career satisfaction and reduced turnover intention.
  • When an employee perceives that the diversity management practices are fair and are not motivated by legal reasons, they are likely to form an attachment to the organisation which will in turn positively affect their work outcomes
  • The way and manner in which organisations create and implement their diversity management practices can influence an employee’s perception of breach or non-breach of their psychological contract (which characterizes the employee-employer relationship and emphasizes organisations attainment of favourable outcomes by understanding employee’s expectations)



Otaye-Ebede, L. (2019). Antecedents and outcomes of managing diversity in a UK context: test of a mediation model.
The International Journal of Human Resource Management, 30(18), 2605-2627.

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