Diversity Intentions: A Social Identity Model of Attributional Processes

By C. Lamar Robinson.

Published by The Diversity Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

In order for diversity to advance as a field alternate theories must emerge. The prevailing theme in diversity-related literature is that of social identity theory. The use of this well-grounded theory has been explicit in explaining what individuals do. And yet, the use of this theory has been implicit in assessing causal ascriptions related to workforce diversity. Diversity is a topic that is inescapable. The manners in which workforce diversity have been presented, by both organizations and researchers, have only been exceeded by the pieces and moments associated with this topic. These manifolds of appearance are accompanied by a wide range of perceptions. Declaring the intentions of diversity in a systematic way may make the intended benefits more accessible.

Keywords: Workforce Diversity, Social Identity Theory, Attribution Theory, Business Case, Diversity

International Journal of Diversity in Organizations, Communities and Nations, Volume 7, Issue 2, pp.103-112. Article: Print (Spiral Bound). Article: Electronic (PDF File; 604.369KB).

Dr C. Lamar Robinson

Managing Partner, H-Capital Management, Orange Park, Florida, USA

Dr. C. Lamar Robinson is a veteran of the U.S. Army [1st SFG (A)]. He also spent over 8 years of service in a Fortune 50 financial services firm where he was responsible for training & development and total enterprise management. His research interests include training motivation and attribution theory in workforce diversity. He successfully completed the Diversity Management Strategy Certificate Course offered by the University of Houston's - International Institute for Diversity & Cross Cultural Management; located in the C.T. Bauer College of Business; and completed the first professional development program entitled Diversity Analytics offered by the Center for Diversity at the University Center in the Woodlands, Texas. His most recent work includes the Diversity Research Science Series; these investigations include both quantitative and qualitative analysis of workforce diversity. In these documents, Dr. Robinson shares his findings which examine the meanings and essences of the workforce diversity experience. He gives both descriptive and verbatim examples of how employees experience what they experience in a diverse workforce. Further, he offers a theoretical foundation for workforce diversity.


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