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Article
Publication date: 17 January 2022

Joep Hofhuis

The Netherlands' national government (Rijksoverheid) is an example of a large public organization that strives to recruit and retain employees from different cultural groups, and…

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Abstract

Purpose

The Netherlands' national government (Rijksoverheid) is an example of a large public organization that strives to recruit and retain employees from different cultural groups, and aims to reap the benefits of workplace diversity. Research has shown that a major predictor of the effectiveness of diversity policy and interventions is the diversity perspective of employees, i.e. which outcomes they associate with cultural diversity in their work environment.

Design/methodology/approach

The present study compares public servants' diversity perspectives in two similar independent samples, from 2008 (n = 1,617) and 2018 (n = 2,024), using the Benefits and Threats of Diversity Scale (BTDS; Hofhuis et al., 2015).

Findings

Results show that in 2018, employees of the Netherlands' national government perceived more benefits of diversity for gaining insight about and access to different groups within society. Additionally, contributions of cultural diversity to creativity and innovation within teams are reported significantly more often in 2018 than in 2008.

Originality/value

The findings may be of interest to diversity scholars, since data on changes in cultural diversity perspectives across time are rare, and the paper provides a unique comparison of measurements at two time points, one decade apart, within the same organization.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 41 no. 5
Type: Research Article
ISSN: 2040-7149

Keywords

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Article
Publication date: 17 November 2014

Joep Hofhuis, Karen I. Van der Zee and Sabine Otten

Cultural minority employees often display higher rates of voluntary turnover than majority employees, which reduces organizations’ ability to benefit from diversity in the…

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Abstract

Purpose

Cultural minority employees often display higher rates of voluntary turnover than majority employees, which reduces organizations’ ability to benefit from diversity in the workplace. The purpose of this paper is to identify specific job domains which are responsible for this difference.

Design/methodology/approach

Study 1 compares actual turnover motives of voluntarily resigned minority and majority employees, based on seven job domains. Study 2 compares satisfaction with the same domains, and the subsequent relationship with turnover intentions, of remaining employees within the same organization.

Findings

The two studies provided consistent results, revealing that minority employees experience more negative social interactions in the workplace, and experience less opportunities for career advancement. Both factors are shown to be more predictive of turnover intentions as well as actual turnover decisions among minority employees.

Research limitations/implications

This research makes use of a distinction between several broad job domains, two which are shown to predict turnover of minority employees. Future studies should focus on uncovering more specific factors involved in these two particular domains.

Practical implications

Based on the results, the authors advise organizations to pay specific attention to reducing negative social interactions between cultural groups and fostering inclusion, for example, through interventions aimed at intercultural leadership and establishing a strong diversity climate. These activities may also support career advancement of minority employees, but more specific interventions aimed at equality in career perspectives could also help reduce minority turnover.

Originality/value

This paper is the first to directly compare turnover motives and predictors of turnover intentions between majority and minority groups in the same organization.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 33 no. 8
Type: Research Article
ISSN: 2040-7149

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