Wentling, R. M., & Palma-Rivas, N. (1997). Current status and future trends of diversity initiatives in the workplace: Diversity experts' perspective (Diversity in the Workforce Series, Report No. 2; MDS-1082). Berkeley: National Center for Research in Vocational Education, University of California.

RECOMMENDATIONS FOR FURTHER RESEARCH

Many authors have suggested that research on workplace diversity is limited (Battaglia, 1991; Cockburn, 1991; Cox, 1990; Harbeck, 1992; Morrison, 1992; Rossett & Bickham, 1994; Rynes & Rosen, 1995). Despite the rapid growth of diversity training programs (Rossett & Bickham, 1994), little research has been conducted to assess their impact. It is important to measure the impact and effectiveness of diversity initiatives in order to identify strengths and weaknesses and make improvement (Kaufman, 1994; Lunt, 1994; Lynch, 1994; Rossett & Bickham, 1994; Thomas, 1991).

The methodologies necessary for adequate evaluations of training programs have received considerable attention in the training literature (Bunker & Cohen, 1977; Kirkpatrick, 1996; Latham & Saari, 1979; Wentling, 1980); therefore, these techniques could be used in research related to evaluation of diversity training programs.

Human resource development professionals are impeded by the almost complete absence of empirical research showing that diversity actually represents a definite or potential competitive advantage in organizations. In fact, little research has been conducted to date examining the factors relating diversity to job performance. The limited evidence to date suggests that diverse workforces are likely to incur short-term costs, although such costs may eventually be recouped or surpassed by longer-term benefits (Kanter, 1977; Watson, Kumar, & Michaelsen, 1993). The general point, however, is that human resource development professionals would have a far easier time "selling" diversity or making diversity training successful if they were supported by a stronger research base linking workforce diversity to various interventions and outcomes (Cox, 1993; Cox, Lobel, & McLeod, 1991; Tomervik, 1995; Watson, Kumar, & Michaelsen, 1993)

Further research could also be conducted to determine the effectiveness of collaboration between business organizations and educational institutions in addressing diversity. According to Bolman and Deal (1991), "Public schools and private corporations need to understand and help each other if they are to solve their shared problem of ensuring that the members of each new generation acquire the skills, knowledge, and understanding that will enable them to lead productive and rewarding lives" (p. xix).

Future research could be conducted to identify the current training programs that are being offered jointly through corporations and educational institutions. This kind of study could establish the foundation for a basic diversity training curriculum, which could be used to better prepare future managers and corporate educators.

Other recommendations for further research include the following: continue to explore the demographic changes in our society and tie them more closely to global changes; identify which strategies are particularly effective in obtaining top level management support for diversity efforts; determine how a good diversity manager differs from a typical good manager; and explore the impact of diversity training of various duration, context, and design.

A limitation of this study was that information was provided by a selected group of diversity experts. This is potentially problematic because members of different groups have been found, on average, to perceive diversity related issues in different ways (Fernandez, 1993; Tsui, Egan, & O'Reilly, 1992). There is a possibility, for example, that diversity experts are more optimistic about diversity issues. Additional research from multiple perspectives is necessary to address current and future trends of diversity in the workplace. Further research could also target a sample of companies that are known to be conducting diversity initiatives and are also intensively evaluating their effects. However, as the literature suggests, there are very few organizations that are likely to meet this criteria (Cox, 1993; Hanover, 1993; Morrison, 1992; Rynes & Rosen, 1995; Thiederman, 1991; Tomervik, 1995)

Additional research in the field of diversity will add to the understanding about the impact of diversity efforts and provide a feedback mechanism that will allow future efforts in this area to more fully meet its intended goals and objectives.

Wentling, R. M., & Palma-Rivas, N. (1997). Current status and future trends of diversity initiatives in the workplace: Diversity experts' perspective (Diversity in the Workforce Series, Report No. 2; MDS-1082). Berkeley: National Center for Research in Vocational Education, University of California.