Diversity initiatives: Intended and unintended effects

Abstract

The prevalence of diversity initiatives in organizations has prompted significant debate regarding whether they are necessary and effective. This paper provides a synthesis of classic and contemporary work on the effectiveness of diversity initiatives. We define diversity initiatives as practices used by organizations to improve the experiences and outcomes of marginalized social groups, and briefly review how both the labels used to refer to diversity initiatives and the underlying motives for adopting them have shifted over time. To understand their effectiveness, we review research on whether diversity initiatives work as intended, as well as whether they produce detrimental, unintended effects, including backfire (e.g., increased discrimination against target groups) and negative spillover (e.g., negative attitudes among non-target groups). Finally, we review research on strategies for increasing diversity initiative effectiveness that either increase the likelihood of intended consequences or decrease the likelihood of detrimental, unintended consequences. Our review indicates that although diversity initiatives are not necessarily effective, there is considerable evidence that they are useful for improving workplace outcomes for the groups they target when implemented in certain ways. We conclude with a discussion of avenues for future research aimed at improving diversity initiative effectiveness.