Workforce Diversity, Diversity Charters and Collective Turnover: Long‐term Commitment Pays
研究劳动力性别和种族多样性如何影响组织层面的集体离职率，并考察多样性章程的参与和经验能否缓解这种影响，基于英国大学面板数据发现种族多样性增加集体离职，而多样性章程的长期经验可削弱这一关联。
Abstract Modern workplaces are becoming increasingly demographically diverse. However, the influence of workforce diversity on organizational outcomes is not fully understood. In this work, we study how and why workforce gender and racial diversity impacts collective turnover at the organizational level, and whether participation in and experience with diversity charters moderate this link. We particularly argue that greater workforce gender and racial diversity leads to greater collective turnover because it prompts social categorization and negative contagion in organizations. To mitigate these processes, organizations may participate in diversity charters, which are expected to provide support with managing workforce diversity and employee retention. We further argue that the influence of diversity charters follows a trajectory of maturity, so their benefits are magnified as an organization's experience with them increases. Drawing on a panel of UK universities, we find strong evidence that greater workforce racial diversity is associated with higher levels of collective turnover, but only weaker evidence for the positive link between workforce gender diversity and collective turnover. We further find that diversity charters may attenuate this link, but simply participating in them is not sufficient: instead, organizations must develop experience with charters over time.