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When Demographic and Personality Diversity are Both at Play: Effects on Team Performance and Implications for Diversity Management Practices

When Demographic and Personality Diversity are Both at Play: Effects on Team Performance and Implications for Diversity Management Practices

Mai P. Trinh
Copyright: © 2015 |Pages: 26
ISBN13: 9781466673243|ISBN10: 1466673249|EISBN13: 9781466673250
DOI: 10.4018/978-1-4666-7324-3.ch003
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MLA

Trinh, Mai P. "When Demographic and Personality Diversity are Both at Play: Effects on Team Performance and Implications for Diversity Management Practices." Impact of Diversity on Organization and Career Development, edited by Claretha Hughes, IGI Global, 2015, pp. 54-79. https://doi.org/10.4018/978-1-4666-7324-3.ch003

APA

Trinh, M. P. (2015). When Demographic and Personality Diversity are Both at Play: Effects on Team Performance and Implications for Diversity Management Practices. In C. Hughes (Ed.), Impact of Diversity on Organization and Career Development (pp. 54-79). IGI Global. https://doi.org/10.4018/978-1-4666-7324-3.ch003

Chicago

Trinh, Mai P. "When Demographic and Personality Diversity are Both at Play: Effects on Team Performance and Implications for Diversity Management Practices." In Impact of Diversity on Organization and Career Development, edited by Claretha Hughes, 54-79. Hershey, PA: IGI Global, 2015. https://doi.org/10.4018/978-1-4666-7324-3.ch003

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Abstract

This chapter reviews what we know about the effects of demographic diversity (age, sex, and ethnicity) and personality diversity (conscientiousness, openness to experience, extraversion, emotional stability, and agreeableness) in teams in organizations. It also outlines challenges to today's diversity management and Human Resource (HR) practices, such as the lack of definite conclusions from research results, the mismatch between team diversity research designs and organizations' needs, and the lack of research examining simultaneously different aspects of diversity. Drawing from analysis results of team data from 55 teams of volunteers from Shanghai, the author recommends that HR training and selection take specific team contexts into account and increase attention on functions that support important team processes such as communication and mutual support among team members.

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