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Which Matters More?: Effects of Surface- and Deep-Level Diversity on Team Processes and Performance

Which Matters More?: Effects of Surface- and Deep-Level Diversity on Team Processes and Performance

Mai P. Trinh
Copyright: © 2017 |Pages: 27
ISBN13: 9781522519331|ISBN10: 1522519335|EISBN13: 9781522519348
DOI: 10.4018/978-1-5225-1933-1.ch008
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MLA

Trinh, Mai P. "Which Matters More?: Effects of Surface- and Deep-Level Diversity on Team Processes and Performance." Discrimination and Diversity: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, IGI Global, 2017, pp. 136-162. https://doi.org/10.4018/978-1-5225-1933-1.ch008

APA

Trinh, M. P. (2017). Which Matters More?: Effects of Surface- and Deep-Level Diversity on Team Processes and Performance. In I. Management Association (Ed.), Discrimination and Diversity: Concepts, Methodologies, Tools, and Applications (pp. 136-162). IGI Global. https://doi.org/10.4018/978-1-5225-1933-1.ch008

Chicago

Trinh, Mai P. "Which Matters More?: Effects of Surface- and Deep-Level Diversity on Team Processes and Performance." In Discrimination and Diversity: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, 136-162. Hershey, PA: IGI Global, 2017. https://doi.org/10.4018/978-1-5225-1933-1.ch008

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Abstract

This chapter reviews what we know about the effects of surface-level diversity (age, sex, and ethnicity) and deep-level diversity (personality characteristics such as conscientiousness, openness to experience, extraversion, emotional stability, and agreeableness) in organizational teams. 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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