THE IMPACT OF CROSS‐FUNCTIONAL TEAMWORK ON WORKFORCE INTEGRATION

Abstract

This paper outlines a theoretical framework for studying the integration of ethnically diverse workforces in public service organizations. Individual and work group characteristics are viewed as determinants of social identity and organizational identification. Social Identity theory suggests that individuals develop self‐concept through identification with salient groups, including ethnic groups and organizational roles. The extent to which these identifications are competitive or synergistic may depend upon organizational and work group characteristics and on organizational policies concerning selection, performance appraisal, and rewards. Cross‐functional teamwork may provide an integrative mechanism which can promote intergroup relations and encourage greater organizational commitment among an ethnically diverse workforce. Cross‐functional teams can contribute to reduced intergroup conflict and promote the development of organizational identification. The benefits of cross‐functional teams will be particularly important in situations where the workforce is diverse, but work groups are ethnically homogeneous.

Citation

Irvine, D. and Ross Baker, G. (1995), "THE IMPACT OF CROSS‐FUNCTIONAL TEAMWORK ON WORKFORCE INTEGRATION", International Journal of Conflict Management, Vol. 6 No. 2, pp. 171-191. https://doi.org/10.1108/eb022761