Diversity in Organizations:Meaning, Implications, Value?

황광선 대한지방자치학회 2016 한국지방자치연구 Vol.18 No.2

While the diversity management perspective as well as the traditional view of representative bureaucracy have their role and characteristics in understanding of diversity (Groeneveld & Van de Walle, 2010), some urge to overcome a diversity management approach and suggest a critical diversity approach (Kersten, 2000; Lorbiecki & Jack, 2000; Zanoni, Janssens, Benschop, & Nkomo, 2010), and others suggest a comprehensive view of diversity such as a multicultural environment of diversity (Pitts, 2006; Selden & Selden, 2001). This article examines these different perspectives on diversity in organizations and draws implications for diversity studies. I discuss the meaning, origins, and issues of diversity. The differences between EO and diversity perspectives are not clear-cut and the shift of understanding diversity is only partial. Moreover, empirical support for each argument is limited and mixed. These divergences originated from the complexity of link of diversity to the value of equity (or equality) and efficiency. Some see different “motivation” caused different approaches to the diversity. Recently, others found an empirical evidence that both equity and efficiency are accomplished simultaneously.

다양성과 팀 성과

이종건(Jong-Keon Lee),김명희(Myung-Hui Kim),성상현(Sanghyeon Sung) 한국인사조직학회 2012 인사조직연구 Vol.20 No.2

본 연구는 다양성이 팀 성과에 미치는 영향과 이들 두 변인 간 관계에서 팀 목표 의존이 갖는 조절효과를 분석하였다. 팀 구성의 다양성이 갖는 대표적인 세 가지 측면인 인구통계학적 차이, 정보지식 차이, 가치관 차이가 미치는 영향을 분석하고자 연령, 경력 및 교육배경, 가치관을 사용하였고, 팀 성과는 팀 만족, 팀 몰입, 팀 응집성, 팀의 창의적 행동을 분석하였다. 실증분석은 기업의 실제 팀 58개에 소속된 599명으로부터 수집한 자료를 사용하였다. 분석 결과, 다양성은 팀 성과에 부분적으로 유의한 영향을 미치는 것으로 밝혀졌다. 연령다양성은 팀의 창의적 행동에 대하여 정(+)의 미치는 반면, 교육배경 다양성은 팀의 창의적 행동 및 팀 응집성에 대하여 부(-)의 영향을 미치는 것으로 나타났다. 가치관 다양성은 팀 만족, 팀 몰입, 팀 응집성에 대하여 부(-)의 영향을 미치는 것으로 나타났다. 그리고 팀 목표의 상호의존은 다양성-팀 성과 간 관계를 부분적으로 조절하였다. 팀 목표의 상호의존은 교육배경 다양성- 팀 몰입 관계, 가치 다양성-팀 몰입 관계, 그리고 경력 다양성-팀 응집성 관계를 긍정적으로 조절하는 것으로 나타났다. 마지막으로, 연구결과에 대한 이론적·실무적 시사점에 대하여 논의하였다. Due to the increase of economic activities by women, employment flexibility, task diversity, and globalization, human resources in current enterprises have become increasingly diverse. Workforce diversity is related to enriched perspectives, skills, and insights, which in turn increase the group’s creativity and problem-solving capabilities. In contrast, the process of categorizing similar in-group members and dissimilar out-group members on the basis of similarity and differences between team members causes conflict within group processes. As a result, effective management of diversity has become an essential part of gaining a sustainable competitive advantage through the diverse workforce. Despite long interests in diversity management, it is not clear yet how various types of diversity influence group processes and what effective management is on diversity. Most research on diversity are overly inconsistent. In particular, most studies on workforce diversity are conducted in Western enterprises where sources of workforce diversity are much more diverse than Asian companies in terms of race, nationality, gender orientation, individuality, etc. Moreover, since culture and structure of Asian and Western companies stand apart, questions are raised whether effects of work team diversity are the same in different organizational contexts. Thus, this study explores the effects of various types of diversity in Korean firms and the moderating role of team goal interdependence. The purpose of this study was to examine the effects of diversity on team outcomes and moderating effects of perceived team goal interdependence on the diversity-team performance relationship. Based on the literature review, we propose: Hypothesis 1. Age diversity will be negatively related to (a) team satisfaction, (b) team commitment, (c) team cohesion, and positively related to (d) teams creative behavior. Hypothesis 2. Career diversity will be negatively related to (a) team satisfaction, (b) team commitment, (c) team cohesion, and positively related to (d) team creative behavior. Hypothesis 3. Educational background diversity will be negatively related to (a) team satisfaction, (b) team commitment, (c) team cohesion, and positively related to (d) team creative behavior. Hypothesis 4. Values diversity will be negatively related to (a) team satisfaction, (b) team commitment, (c) team cohesion, and (d) team creative behavior. Hypothesis 5. The interaction of team perceived goal interdependence and (a) age diversity, (b) career diversity, (c) educational background diversity, and (d) values diversity will be positively related to team satisfaction. Hypothesis 6. The interaction of team perceived goal interdependence and (a) age diversity, (b) career diversity, (c) educational background diversity, and (d) values diversity will be positively related to team commitment. Hypothesis 7. The interaction of team perceived goal interdependence and (a) age diversity, (b) career diversity, (c) educational background diversity, and (d) values diversity will be positively related to team cohesion. Hypothesis 8. The interaction of team perceived goal interdependence and (a) age diversity, (b) career diversity, (c) educational background diversity, and (d) values diversity will be positively related to team creative behavior. To test the hypotheses, we collected questionnaires from 559 team members from 58 work teams in a Korean conglomerate. Four variables were used to measure team diversity: age, career, educational background, and values. To measure the context effects, perceived goal interdependence was introduced as the moderating variable. Team outcomes included four variables: team commitment, team satisfaction, team cohesion, and team creative behavior. Also, the study controlled two variables that might affect the hypothesized relationships, team size and the length of service of team members.

Diversity in Organizations : Meaning, Implications, Value?

Kwangseon Hwang 대한지방자치학회 2016 한국지방자치연구 Vol.18 No.2

공공부문에서의 다양성 관리에 대한 관점은 여러 이론적 틀 안에서 발달되어 왔다. 일부 학계에서는 다양성 관리 접근법을 넘어서는 “비판적 다양성 접근법”을 제시하기도 하고, 어떤 학자들은 포괄적 관점으로서의 “다문화 환경 다양성”을 제시하기도 한 바 있다. 본 논문은 이러한 다양성 관리 부문에서의 다양한 관점을 조직관점에서 보다 나은 이해를시도하고자 한다. 의미, 취지, 다양성의 이슈 등의 관점에서 학문적으로 발달되어 온 다양성 관리에 논의를 살펴보고 논의의 차이 및 특징을 분석한다. 선행연구 및 최신 다양성 관리 문헌 분석에 따르면, EQUAL OPPORTUNITIES (동등 기회) 관점과 다양성 관리 관점의 경계는 모호하고 다양성 이해의 변화를 위한 학문적 시도는 제한적인 것으로 평가된다. 실증연구들도 이러한 제한성을 뒷받침하고 있다. 이러한 간극은 ‘평등’과 ‘효율성’의 가치연결의 복잡성에서 기인하는 것으로 보인다. While the diversity management perspective as well as the traditional view of representative bureaucracy have their role and characteristics in understanding of diversity (Groeneveld & Van de Walle, 2010), some urge to overcome a diversity management approach and suggest a critical diversity approach (Kersten, 2000; Lorbiecki & Jack, 2000; Zanoni, Janssens, Benschop, & Nkomo, 2010), and others suggest a comprehensive view of diversity such as a multicultural environment of diversity (Pitts, 2006; Selden & Selden, 2001). This article examines these different perspectives on diversity in organizations and draws implications for diversity studies. I discuss the meaning, origins, and issues of diversity. The differences between EO and diversity perspectives are not clear-cut and the shift of understanding diversity is only partial. Moreover, empirical support for each argument is limited and mixed. These divergences originated from the complexity of link of diversity to the value of equity (or equality) and efficiency. Some see different “motivation” caused different approaches to the diversity. Recently, others found an empirical evidence that both equity and efficiency are accomplished simultaneously.

1990년대 텔레비전 방송의 다양성 분석 : 지상파방송의 프라임타임대 프로그램 다양성 변동을 중심으로

이은미 한국언론학회 2002 한국언론학보 Vol.46 No.1

During the 1990s, the structural context of broadcasting had been rapidly changed in Korea. In 1992, new commercial channel SBS was introduced, in 1995 cable broadcasting began. This study examined the relationship between program diversity, change of market structure, and viewership of television programming. For this purpose, during the 1990s program diversities of 4 network prime￢time television programings which are KBS1, KBS2, MBC, SBS were analysed. Diversity was measured by Relative Entropy. Three important findings were discovered in this study. The first was that diversity decreased as competition increased. This finding implicated that new station entry did not automatically guarantee greater diversity because of the commercial station to maximize audience size by duplicating popular program types rather than experiment with different categories. The second was that public service channel showed higher vertical diversity than did commercial channel. KBS2 topped, SBS showed the lowest diversity value. When it came to contributions to overall diversity of the national TV broadcasting system, public service channels provided substantial contributions to overall diversity, while commercials channels reduced overall diversity. KBS1, KBS2 gave positive contributions to the diversity of the TV system as a whole, SBS seemed to have reduced the overall Relative Entropy of the system during the 1990s. MBC slightly tended to reduce system diversity. The third was that the average audience rating for prime-time was negatively related the vertical diversity. This relation was significant after eliminating variance mediated by channel types. This result explained that commercial channel attempting to maximize audience size tended to stick to several popular program types. for example, drama. variety show, comedy and so on, which resulted in low diversity. 본 연구는 지난 10년 동안의 방송시장의 변화와 지상파방송의 편성다양성 추이와의 관계를 분석하여 90년대 지상방송의 질적 변화를 가늠하고자 하였다. 이를 위해 10년 동안 KBS1, KBS2, MBC, SBS 4개 채널의 프라임타임대 편성다양성 지수를 구하여 비교분석하였다. 분석결과 다양성 지수는 10년 동안 전반적인 하향곡선을 그리고 있으며, 상반기에 비해 하반기의 다양성 지수가 월등히 낮았다. 특히 민방 도입시기인 92년과 케이블 도입시기인 95년을 기점으로 감소를 보여, 방송시장의 경쟁이 심화될수록 다양성이 감소됨을 알 수 있었다. 10년간 채널별 다양성 차이를 분석한 결과 공영과 상업방송의 현격한 차이를 볼 수 있었다. 다양성은 4개 채널 가운데 KBS2가 가장 높았고, SBS가 가장 낮았으며, 전체 다양성에 각 채널의 기여도를 분석한 결과 KBS1과 KBS2는 전체 다양성을 높이는 데 기여를 한 반면, SBS와 MBC는 전체 다양성을 떨어뜨리는 역할을 하였다. 공영방송과 민영방송의 다양성 차이는 다양성과 시청률 간의 관계가 부적 관계를 보인다는 사실에서도 설명되었다.

The impact of team diversity on role clarity: The mediating effects of interaction frequency

( Dongman Na ),( Ji Sun Lim ),( Sanghyeon Sung ) 한국생산성학회 2018 生産性論集 Vol.32 No.2

According to the social categorization theory, people tend to categorize their group members into in-group or out-group members according to differences in demographic attributes. Generally, people prefer interacting with in-group members to out-group members. Our research focuses on which demographic attributes affect social categorization. We examined the influences of differences in gender, age, and educational background on role clarity in 58 teams in a Korean public enterprise. Moreover, we examined the mediating role of interaction frequency on the relationship between team diversity and role clarity. Our study provides evidence that interaction frequency can and does mediate the relationship between team diversity and role clarity. Gender diversity and educational background diversity have negative impact on interaction among team members, and consequentially lower role clarity within team. This study makes several academic and practical contributions. First, this study shows how team diversity affects role clarity within the team. The diversity of team members will make it difficult for an individual to find a team member who is similar to himself/herself and who feels intimacy, which may lower the quality and frequency of interaction. The lower the quality and frequency of communication among members reduces the opportunity to exchange and share information about each other, making it difficult to clearly identify and share their roles. Our study provides evidence that interaction frequency can and does mediate the relationship between team diversity and role clarity. Second, this study considers gender, educational background and age in the Korean context among the various dimensions of team diversity. Among them gender diversity and educational background diversity except age diversity have negative impact on interaction among team members, and consequentially lower role clarity within team. The team with many heterogeneous members of gender and educational background had less interaction frequency among the members, and the role clarity was also lower. Meanwhile, with regard to diversity in age, the company has implemented several strategies to do away with inefficient seniority rule which was dominant social norms in Korean organizations. There-through, age diversity in this study appears to be positively related with role clarity as well as interaction frequency, and not significant. It is suggested that managing the demographic diversity of team is an important factor in enhancing the team interaction frequency and role clarity. These results show that the negative effects of diversity can be overcome to some extent by corporate level efforts.

성별 다양성이 의사결정효율성에 미치는 영향에 관한 연구: 공유멘탈모형의 수렴 메커니즘을 중심으로

김문주 ( Moon-joo Kim ) 한국생산성학회 2016 生産性論集 Vol.30 No.4

This study investigates the effect of gender diversity on decision-making effectiveness and the moderating role of shared mental model through multi-level analysis. In recent years, many organizations tend to be more diverse in terms of age, tenure, nationality, educational background, functional background, and so forth. Especially the increase in gender diversity in Korean workforce has indeed become the inevitable reality. However, many diversity researchers have analyzed the effect of gender diversity on a team characteristics at the group level and have tried to find mediating and moderating variables in order to verify contrasting results. This research adopts relational demography perspective and focuses on how differences between team members` gender affect outcomes. In this vein, this study examines how gender diversity at individual level affects decision-making effectiveness and also proposes the moderation effect of gender diversity convergence mechanism on decision-making effectiveness, which is mobilized by shared mental model. The shared mental model may enhance team members` coordination and effectiveness in performing tasks that are complex and unpredictable and also make team members to share team`s objective which helps solving various kinds of problem. Team members who share similar task knowledge and teamwork can anticipate each other`s responses and coordinate effectively which means shared mental model may play the convergence mechanism enough to override the negative effect of gender diversity. The data was collected from semiconductor manufacturer, bank, and public enterprise and 346 questionnaires and 84 teams were finally used for the data analysis of the hierarchical linear model. Consistent with the predictions, the result indicates that gender diversity has a negative effect on decision -making effectiveness. However, team`s shared mental model at group level plays a critical moderating role to mitigate the negative effect of gender diversity. In conclusion, we need to understand and clarify various convergent mechanism which can mitigate the negative effect of diversity. Even though diversity might have positive potential in a long-term, it would not be easy to utilize diversity effectively in the workplace until we can address the mechanism of it correctly. I also discuss the theoretical and managerial implication of findings in details.

Workforce Diversity: A Springboard for Employee Productivity and Customer Experience

Forbes MAKUDZA,Nevermind MUCHONGWE,Phillip DANGAISO 한국유통과학회 2020 The Journal of Industrial Distribution & Business( Vol.11 No.10

Purpose: The purpose of this study was to examine the differential effect of workforce diversity on employee productivity and its subsequent impact on customer experience. Research design, data and methodology: A once-off cross-sectional research design was used in this study where the Zimbabwean civil service was targeted. Randomization was used to collect 324 validated responses. The study focused on both primary (age and gender) and secondary (education and political affiliation) dimensions of workforce diversity. Results: The results were confirmatory that workforce diversity is a significant predictor of employee productivity (β = 0.668, P < 0.05), at the same time employee productivity holds explanation to customer experience by 37%. Results also revealed that gender diversity, educational diversity and political diversity were significant determinants of workforce diversity (P < 0.05). However, the study established that age diversity was not a significant factor in enhancing employee productivity (P > 0.05). Conclusions: The study concluded that workforce diversity is a powerful tool in enhancing both customer experience and employee productivity. As such, the latter can be augmented through shrewd workforce diversity practices as championed by management. To that end, the study recommends the development of a workforce diversity framework which promotes inclusivity.

Group-level Diversity and Performance: An Exploration of Mediators

성지영 아시아.유럽미래학회 2018 유라시아연구 Vol.15 No.1

This study examines the inter-relationship between diversity (demographic and information), cohesion (social and task) and performance at the group level. Data were collected from 99 work teams in an electronic equipment manufacturing firm in Korea. Based on social categorization and information/decision-making perspectives, this study proposes that group cohesion mediates the relationship between work group diversity and group performance. Given various dimensions of diversity, this paper focuses on age composition for demographic diversity and organizational tenure as a criterion for information diversity. It is hypothesized that social (interpersonal) cohesion mediates the relationship between demographic (i.e., age) diversity and group performance, and that task cohesion functions as a mediator between information (i.e., organizational tenure) diversity and group performance. In the first stage of analysis of the relationship between group diversity and cohesion, it was found that age diversity is negatively associated with social cohesion, but organizational tenure diversity is positively related to task cohesion. Diverse age composition in the workgroup weakens social cohesion. On the other hand, organizational tenure diversity enhances task-related group cohesion. Greater information diversity with respect to diverse organizational tenure produces more elaboration and expansion of task-relevant information because members are more likely to possess multiple concerns and agendas and to hold more comprehensive knowledge that will enable them to locate the best solutions for the team task. This result has interesting implications for research into the effects of demographic and information diversity on performance at the group level. In the second stage relating to mediation, the results show that task cohesion positively transmits the effect of information diversity to group performance. However, social cohesion no longer functions as a mediator between demographic diversity and group performance. The present study contributes to the literature on both diversity and group cohesion. On the issue of diversity, both demographic and information diversity constitute a valuable source of variability in organizations. Social and task group cohesion increase the benefits of team diversity by fostering enlarged pools of ideas and perspectives. Task group cohesion also ensures that information disparities among team members do not to lead to harmful effects of diversity as long as optimal team composition is properly managed. This study extends and enhances explanations of how diversity and group cohesion matter in teams. Social and task group cohesion are necessary components of a more complete picture of how diversity influences group performance. The results reflect the fact that the substantive effect of diversity is transmitted through group cohesion. Based on the findings and discussion presented in the present study, practical implications are provided to the organizations seeking to cope with an increasingly diverse workforce at the same time attaining high performance. In this study, an integrative model is tested incorporating the influences of work team diversity and cohesion to reveal and examine inconsistencies found in the extant literature on diversity. Hopefully, the results of this study may constitute the basis for expanding the body of knowledge concerning multifaceted relationships between diversity, cohesion and performance.

구성원 성격 다양성이 팀 성과와 만족에 미치는 영향과 변혁적 리더십의 조절효과

최보인(Choi Bo In),권석균(Kwun Seog Kyeun) 한국인적자원관리학회 2014 인적자원관리연구 Vol.21 No.5

팀 구성은 팀 유효성에 영향을 미치는 요인 중 주요한 한 가지이다. 본 연구는 팀 구성의 관점에서 구성원들의 심층 다양성(deep-level diversity), 그 중에서도 오랜시간 개인의 특성으로 자리잡혀있어 팀 활동전반에 걸쳐 그 영향력이 가장 크게 나타날 것이라고 기대되는 성격 다양성(personality diversity)의 효과를 살펴보았다. Big5 성격요인별 팀 구성원간 차이를 성격 다양성으로 정의하고, 팀 성과 및 팀 만족에 미치는 영향을 규명하였다. 다양성 관련 선행 실증 연구들의 결과 및 서로 다른 구성원간에는 긴장과 갈등이 높아진다는 유사성ㆍ매력 관점에 따라서 Big5 성격 다양성은 팀 유효성 변수에 부(-)의 영향을 미칠 것이라는 가설을 설정하였다. 또한 리더의 변혁적 리더십은 팀 성과 및 팀 만족에 직접적으로 정(+)의 영향을 미칠 것이며, 성격 다양성과 팀 유효성간 부정적 관계를 완화시킬 것이라는 가설을 설정하였다. 가설을 검증하기 위해 IT벤처기업, 종합에너지기업, 생활용품 제조기업 등 3개 기업에서 소규모로 운영되는 팀들을 선정하여 설문조사를 실시하였으며, 총 53개 팀, 333명의 데이터를 분석에 포함하였다. 분석 결과 big5 성격 다양성 중에서 성실성 다양성과 개방성 다양성이 팀 성과에 부(-)의 영향을, 친화성 다양성이 팀 만족에 부(-)의 영향을 미치는 것으로 나타났다. 변혁적 리더십은 성격 다양성의 부정적 효과를 완화시킬 수 있는 가장 중요한 관리적 요소일 것이라고 예측하였다. 실증결과 변혁적 리더십의 요인 중 카리스마는 성격 다양성과 팀 성과간 관계의 부정적 효과를 완화시키는 것으로 나타났으며, 팀만족에 대해서는 성격 다양성과의 상호작용 효과보다 직접효과를 더 강하게 미치는 것으로 확인되었다. 본 연구는 국내에서 실증연구가 부족한 심층 다양성의 효과를 한국 기업의 실질 팀에서 확인했다는 데에 의의가 있다. 향후 연구에서는 팀 유효성을 예측할 수 있는 보다 많은 팀 구성 변수들, 그리고 다양성 관리를 가능하게 해 줄 더 많은 조절 및 매개 변수의 도입을 고려할 수 있을 것이다. Team composition is one of the principal factors that affect team effectiveness. This study examines, from an angle of team composition, the effect of team members' deep-level diversity. Especially personality diversity which represent personal trait differences in a team is expected to have the significant influence on the whole team operations. We defined the differences among team members according to the Big5 personal factors such as personality diversity, and carried out a thorough investigation of the influences that the differences have on team performance and satisfaction. On the basis of preceding studies and 'similarityㆍattraction' views, we built hypotheses that the Big5 personal diversity will have negative effects on the team effectiveness variables. Transformational leadership will have a positive effect on team performance and team satisfaction, and mitigate the relationship between them. We posed a question to teams operating on a small scale at 3 companies(IT venture corporation, integrated energy company, & daily supplies manufacturing firm). And analyzed 53 teams with data from 333 members to test the hypotheses. As a result of the empirical analyses, among the Big5 personal diversities, conscientiousness diversity and openness-to-experience diversity were proved to have negative effects on the team performance. And agreeableness diversity has negative effects on team satisfaction. Therefore, we could see personality diversity has negative effects on the team in general. In the same way that hypothetical transformational leadership showed a positive effect on team performance and team satisfaction. We expected the transformational leadership to be the staple constituent in mitigating the negative effects of personality diversity, as a result of the analysis, charisma has weakened the negative relationship between personality diversity and team performance. This study is significant in that it verified the effect of deep-level diversity, which has lain untouched internally, in real-life teams of Korean corporations. In further studies, we can consider introduction of more diverse team constituent variables that could help estimate team validity, and introduction of more moderating variables and parameters which would enable management of diversity.

성별 다양성과 자발적 이직: 다양성의 새로운 추정에 관한 논의

안선민,이수영 한국행정학회 2018 韓國行政學報 Vol.52 No.4

This paper intends to compensate for two limitations of diversity researches. The first limitation we found is that although previous studies have tried to explain why diversity has negative impacts on organizations in terms of conflicts or distrust between groups, this has not been well proven with empirical analysis. The other limitation is that the researchers have supposed a horizontal organization while estimating the diversity index, so that little interpretation about the vertical relationship in decision-making has been provided. This paper makes two attempts to rectify these weaknesses. First, we separate voluntary turnover between male and female to determine the inconsistent effects of diversity on groups. Second, we also separate diversity as horizontal(the type of diversity discussed so far) and vertical(the disparity in the proportion of females). The latter estimates the variation in the proportion of females in organizations using the coefficient of variation. As a result, it is found that horizontal diversity is positively associated with the voluntary turnover of males; its impact is reinforced when gender diversity (horizontal diversity) interacts with vertical diversity. These results provide the clue that there are conflicts or distrust between majority and minority groups. This supports not only the ideas of social identity theory and social categorization theory, but also role congruity theory, which says the dissonance between the injunctive norm and the reality about women decreases satisfaction. In contrast, neither horizontal nor vertical diversity has statistically significant effects on the voluntary turnover of females. But the relationship becomes significant when the two kinds of diversity interact. This suggests that conflict or tension between females can exist, and it indicates that the phenomenon described in role congruity theory can also exist between females. This paper proposes therefore that institutions for the retention or promotion of minorities apparently need the understanding and support of employees. 본 연구는 다양성 연구가 가진 두 가지 한계를 보완하기 위한 연구를 시행하였다. 본 연구가 판단한 선행연구의 첫 번째 한계는 다양성이 조직 효과성에 미치는 영향에 대하여 대다수의 연구는 집단 간 갈등과 불신 등을 근거로 설명하지만, 실질적으로 집단 간 상이한 행태가 나타나는지에 관한 실증분석을 시행한 경우는 많지 않다는 것이다. 또 하나의 한계는 다양성을 추정하는 과정에서 조직을 수평적인 것으로 가정하고 있어, 의사결정에 미치는 구성원의 상이한 권한에 관해 논의하지 못한다는 점이다. 본 연구는 이를 보완하기 위해, 성별 다양성에 집중하여 다양성을 ‘수평적 차이(수평적 다양성)’와 ‘수직적 격차(수직적 다양성)’로 구분하여 각 성별의 자발적 이직에 미치는 영향을 분석하였다. 분석 결과에 따르면, 수평적 다양성과 수직적 다양성이 증가할 때 남성의 자발적 이직이 증가하는 것으로 확인되며, 또한 두 변수가 상호작용할 때 그 영향은 더욱 커지는 것으로 확인되었다. 이는 사회정체성이론, 사회범주화이론 등의 주장을 지지하는 결과이며, 여성에 대해 갖는 규범과 실제가 불일치할 때 만족수준이 저하된다는 역할일치이론의 주장에도 부합한다. 이와 달리 여성의 자발적 이직은 수평적 다양성과 수직적 다양성의 주효과에 대해 통계적으로 유의한 영향을 받지 않았으나, 두 변수가 상호작용할 때에는 자발적 이직이 증가하는 것으로 확인되었다. 이는 여성 사이에서도 역할일치이론이 성립할 수 있거나 여성 관리자가 여성 직원을 지원하지 않을 가능성이 있음을 보여준다. 이를 토대로 본 연구는 소수집단의 유입과 승진을 위한 제도의 도입을 위해서는 구성원들의 이해와 협조가 선제되어야 함을 제안하였다.