The impact of team diversity on team outcomes in a Korean context: a case of a public enterprise

Abstract

This study examined the effect of diversity on team performance in a Korean organization where differences among people are likely to be comparatively less accepted. More specifically, this study examined the impact of gender diversity, social equality selection diversity, and age diversity on the commitment to the team, intention to remain in the team, and creative behavior. The results show that gender diversity was negatively related to commitment to the team and intention to remain in the team. On the other hand, none of three diversities was related to creative behavior. These results have several implications. Firstly, team diversity does not contribute to team performance in the Korean context. Instead, it appears that team diversity can have a negative impact on team performance, as shown in the impact of gender diversity on the commitment to the team and intention to remain with the team. Even though the organization answering the questionnaire is a diversity-pursuing organization, the fact that managing diversity does not contribute to performance means that diversity management in a business case for equality does not work out in the Korean context. Thus, in order for the Korean government to promote equality, it would be a better strategy to pursue compliance with equal employment opportunity legislation, rather than focusing business case for equality. Secondly, social equality selection does not appear to have the negative effect on team performance. Korean organizations have been reluctant to hire employees from socially disadvantaged groups. However, the results showed that social equality selection is not significantly related to team performance. When employees’ tasks are monotonous and repetitive, overqualified persons are not necessary, but optimally qualified individuals (such as those from socially disadvantaged groups) may contribute to performance as much as ordinary employees. Or, the organization’s careful pursuit of managing diversity in terms of socially disadvantaged groups may bring about these results. If so, if the organization pursues gender diversity in a careful and thoughtful manner, gender diversity may not produce negative team performance. In sum, if organizations provide careful diversity management considering the characteristics of jobs, diversity is not likely to produce negative performance but can produce positive results. The third implication is that diversity is not necessarily related to negative performance in the Korean context, as in the case of social equality selection diversity. Thus, the main direction for the pursuit of equality from the Korean government should be to reinforce regulations for hiring people from disadvantaged groups. For example, the Korean government can raise fines on a broad scale when organizations do not hire disabled people. Likewise, the Government can educate practitioners that diversity does not necessarily produce the negative performance. This will contribute to the achievement of equal employment opportunity in Korean society.