多样性与群体成员的心理认同水平较低有关，这往往会降低整体绩效，并对生产力、缺勤率和离职率等组织指标产生不利影响。研究发现，同性恋群体的表现优于文化多样性群体，特别是在存在严重的沟通问题的情况下，这使得每个人都很难为群体努力做出最佳贡献。旷工和离职率较高是多文化组织中发现的两个主要问题。几项研究表明，自20世纪60年代以来，少数群体和女性的缺勤率和离职率一直高于多数群体的缺勤率。
There are also downsides with diversity. Ingley and Van der Walt refer to a study conducted by Milliken and Martins (1999) where some of the findings are pointing on the negative aspects of diversity. First, there could be problems with integration. Second, the turnover of members is higher in more diverse groups. Third, diversity could lead to affective costs (Ingley and van der Walt, 2003). Another issue regarding the negative effects of diversity is communication and coordination between members in a group as heterogeneity could inhibit the effective use of skills and knowledge (Van der Walt et al., 2006). Groups that are more diverse have a lower level of member satisfaction although this effect diminishes when the group stays together for a longer time (Ingley and van der Walt, 2003).
多样性也有缺点。Ingley和Van der Walt提到了Milliken和Martins进行的一项研究，其中一些发现指向了多样性的负面方面。首先，集成可能存在问题。第二，在更多元化的群体中，成员的流动性更高。第三，多样性可能导致情感成本。关于多样性负面影响的另一个问题是群体成员之间的沟通和协调，因为异质性可能会抑制技能和知识的有效使用。多样性更强的群体成员满意度较低，尽管当群体在一起的时间更长时，这种影响会减弱。
2.6 CHALLENGES WHILE PURSUING THE IMPLEMENTATION OF THE ORGANIZATIONAL DIVERSITY 追求组织多样性的同时面临的挑战
Nonetheless the success of some organizations when deciding to manage their diversity, there are also some that have failed while attempting the same. There are several reason to be linked for the failure of in the initiatives of the diversity initiatives. One of the reasons is the lack of top management involvement. The long term effectiveness of the organizational culture is limited in these organizations where the lack of top management initiation mainly predominant (Konal, Prasad, Pringle, 2006). Some organizations are still viewing the diversity in the legal and compliance aspects only and are not addressing the important management/leadership qualities needed for the implementation at the hand. According to Susan Meisinger (2008) many organization concentrates their diversification completely on the issues around representation and compliance. If the organization include the “diverse” workforce and they use hiring policies that are in strict compliance with the law they believe that their diversity strategy is a success. Mullins(2008) also states that the diversity strategies in order to be successful must also focus on achieving strategic business results and look for ways to leverage diverse groups of workers to create new opportunities for success. Others are avoiding to address the specific cultural definitions that are present in each country’s specific needs and develop a diversity strategy around those needs to ensure that the organizational goals will be fulfilled. Another view is the pay for performance developed by the Trompenaars(1994), according to him many managers around the world are in favor of this principle but they translate differently the terms pay and performance. The culture is a time depended term and it will undergo changes due to the economic trends or migratory trends among the others. This will affect the organization and as in like the culture. The cultural values changes as the country’s value changes. This phenomenon will cause the new challenges for managers that needed to adapt their management styles in order to meet the organizational goals. It is to be noted that the all changes in the employees cant be addressed by the management in the same manner. (Cross,2000)
尽管有些组织在决定管理其多样性时取得了成功，但也有一些组织在尝试同样的做法时失败了。多样性倡议的失败有几个原因。原因之一是缺乏高层管理人员的参与。在这些组织中，组织文化的长期有效性是有限的，主要是缺乏高层管理人员的参与。一些组织仍然只关注法律和合规方面的多样性，而没有解决实施所需的重要管理/领导素质。根据Susan Meisinger的说法，许多组织将其多元化完全集中在代表性和合规性问题上。如果组织包括“多样化”的劳动力，并且他们使用严格遵守法律的招聘政策，他们相信他们的多元化战略是成功的。Mullins还指出，为了取得成功，多元化战略还必须注重实现战略业务成果，并寻求利用不同员工群体创造新的成功机会的方法。其他人则避免处理每个国家特定需求中存在的特定文化定义，并围绕这些需求制定多样性战略，以确保实现组织目标。另一种观点是Trompenaars提出的绩效工资，据他说，世界各地的许多经理都赞成这一原则，但他们对薪酬和绩效这两个术语的理解不同。文化是一个与时间相关的术语，它将因经济趋势或移民趋势等而发生变化。这将
