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Beyond demographic identities and motivation to learn: The effect of organizational identification on diversity training outcomes

There is a pressing need for better explanations of diversity training effectiveness so that organizations can administer training programs that facilitate positive intergroup interactions. In this paper, we consider the unique predictive effect of organizational identification on diversity training outcomes beyond the effects of the traditional predictors of demographic‐based identities and motivation to learn across two samples of employees involved in diversity‐related training at their employing organizations. Organizational identification predicted unique variance in voluntary participation in diversity training, diversity training‐related knowledge application, motivation to transfer diversity training, and diversity training‐related organizational citizenship behavior intentions. Research and practitioner implications are discussed based on our findings.

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diversity training, identity, motivation to learn, organizational identification
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Shannon L. Rawski
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