Reactions to diversity training: An international comparison

Abstract

As the workplace becomes more diverse and global in nature, organizations are implementing diversity training to manage this trend. However, previous research has rarely explored empirically employees' perceptions toward diversity training in different cultures. The study presented here examined reactions to a diversity training program conducted by a large multinational corporation in eight countries spanning the individualistic-collectivistic continuum. Results showed that while trainee culture influenced perceptions of diversity training, trainee job level and trainer culture moderated this relationship. Furthermore, trainer culture and gender interacted to influence perceptions of training utility and trainer effectiveness. Implications for instituting corporatewide diversity training on an international scale are considered.