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How does ethnic diversity affect social trust? The conflict hypothesis, which predicts a negative effect, and the contact hypothesis, which predicts a positive effect, represent the main competing answers. This article argues that the 'true' answer to the question is contingent upon the social units under study and how they interact. More specifically, it is argued that diversity will have a negative effect on social trust when focusing on social units where intergroup contacts are easy to avoid (neighbourhoods broadly defined), whereas diversity will have a positive effect when focusing on social units where intergroup contacts are hard to avoid and are supported by higher authorities (e.g., workplaces). The data substantiating the argument is from the first round of the European Social Survey, covering 30,000 individuals nested within 22 countries, and is analysed by means of multilevel linear regression modeling.

PurposeThis article estimates the empirical relationship between workplace diversity in terms of nationality and individual worker job satisfaction in the context of a multicultural country. It also examines the role of the level of communication between coworkers in moderating this relationship.Design/methodology/approachUsing merged survey and administrative data, the paper estimates OLS and ordered Probit regression estimates of the correlations between two measures of workplace diversity and self-reported job satisfaction.FindingsThe relationship between nationality diversity and job satisfaction is negative. While there is some evidence of a nonlinear relationship, it depends on the specification and measure of diversity used. Contrary to expectations, the level of interaction between colleagues does not moderate this relationship.Practical implicationsThe research highlights the need for employers to actively manage the diversity within their firms.Originality/valueThe paper adds to the diversity and job satisfaction literature by focusing on the nationalities of coworkers. It also is the first to measure the impact of the levels of interactions with coworkers on the diversity-satisfaction relationship.

This article addresses the need to enhance both group diversity and individualism in the workplace by shifting attention away from affirmative action principles and strategies, as they are commonly implemented, and by focusing more on securing a comprehensive, or full spectrum, diversity in the workplace To do so, an accompanying shift in organizational paradigm must also occur, from one externally-driven to one that uses internally-based incentives to accomplish full spectrum diversity A workplace strategy is constructed which attempts to (1) eliminate the perceived or actual weaknesses found currently in many affirmative action practices and (2) maintain and enhance the asset of diversity m the American workplace.

Although the issue of workplace diversity management has attracted the attention of many researchers and practitioners, studies on the role of leadership in workplace diversity management are still limited especially in developing nations, Nigeria inclusive. The objective of this paper is to examine the role of leadership in workplace diversity management and to contribute to the field of cross-cultural management. The paper utilizes the method of qualitative analysis and synthesis of scientific literature as it relies on secondary data collected from documentations through published and unpublished books, journal articles, and conference proceedings. It also relies on the standpoint theory that a group's experiences create a general and permanent perspective of an immense situation, but without personal experiences one's standpoint cannot become truly comprehensible. The paper therefore concludes that diversity management skills are required by every organization in order to harness the resources that the employees have brought to an organization. It is the active and conscious development of strategic management processes of accepting and using differences and similarities as means of adding value to an organization.