The impact of diversity training on workplace behavior – a meta-analysis

Abstract

Purpose The purpose of this paper is to examine whether organizational diversity training (DT) results in transfer and thereby affects the workplace behavior of trainees. Furthermore, this paper investigates the influence of three possible moderators. Design/methodology/approach The authors conducted a systematic literature search to identify relevant studies (n = 12), and they synthesized the effect sizes reported in these studies via a random effects meta-analytic model. The authors used subgroup analyses to examine the influence of potential moderator variables. Findings The meta-analysis revealed a small yet statistically significant effect (g = 0.29) of DT on workplace behavior. Subgroup analyses indicated that planning transfer behavior during training might moderate the transfer success of DT. No significant effects were found for needs analysis or attendance policy as moderators. Research limitations/implications Further primary studies should be conducted to evaluate the workplace behavior of trainees after DT. Ideally, future studies should go beyond solely relying on self-reports of trainees. Practical implications The results of this study suggest that DT can positively impact workplace behavior and can, thus, be an effective tool for addressing the challenges and opportunities associated with a diverse workforce. Furthermore, the results provide indications for transfer-enhancing training designs. Originality/value Previous research has primarily examined the extent to which trainees achieve learning gains after DT. However, evidence suggests that learning does not necessarily lead to behavioral change in the workplace. Thus, this analysis extends our knowledge of DT effectiveness.