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Stipulates that individuals validate their social identity by favouring their ‘on-group’ at the expense of ‘out-groups’
Individuals perceive that it is easier to communicate with their in-group as they are more predictable, trustworthy, and more likely to reciprocate favours
A shared social identity increases perceived difference between individuals belonging to different social categories
The success of organisational diversity initiatives is dependent upon mitigating these perceived differences
The success of organisational diversity initiatives is dependent upon the degree to which its employees embrace/resist them
Formation of subgroups along social categories may result in restricting the movement of information
Due to exclusion, employees may form further informal subgroups resulting in subgroup competition
A consequence of the dilemma of individual participation
Managers likely to recruit individuals they perceive to be similar to them (i.e. their social category)
Need to make sure managers are representative of the general population
Individuals may also seek out managers that are similar to them
Those that do not ‘fit in’ often leave resulting in a homogenous workforce
Can result in ‘power battles’