How Does Group Diversity Increase Multi-Levels Performance? The Mediating Role of Group Personality Composition (Gpc)

Abstract

This paper reviews the literature on the relationship between diversity and performance, and it presents a conceptual model that examines the role that group personality composition (GPC) plays in the management of diverse groups and organizations. GPC is defined as the expression of specific personality traits (i.e., openness to experience, conscientiousness, extraversion, agreeableness, and emotional stability), among employees during social interaction at the group unit. We review the literature that provides answers to “when” and “how” does group diversity increase performance. Then, we provide a theoretical background followed by seven propositions to shed light on the mediating effects of GPC in explaining how diversity increases positive performance outcomes at multiple levels of analyses. Our model identifies several factors that influence the composition of group personality such as the attraction-selection-attrition processes, the contextual factors, and the managerial/HR practices. Finally, we discuss the theoretical implications of our model to explore future research directions, and we explain the practical applications of our model to guide HR practitioners’ efforts and commitment to diversity, equity, and inclusion.

Keywords: Workplace diversity, diversity climate, inclusive climate, group personality composition, and multi-levels performance