Company failure to employ diverse employees is a direct reflection of company values, and negatively impacts performance as a result. Companies need to reevaluate their hiring practices to increase diversity in the workplace as it will improve their overall performance. 

Hofhuis, J., van der Rijt, P. G., & Vlug, M. (2016). Diversity climate enhances work 

outcomes through trust and openness in workgroup communication. SpringerPlus, 5(1), 714. https://doi.org/10.1186/s40064-016-2499-4

Professors from the University of Amsterdam studied the positive effects of diversity in a workplace. Two quantitative studies were performed in order to further support these findings. Trust and openness were found to be the middle ground in accepting diversity.  In Study 1 it was found that being open to individual differences created for a comforting workplace. More specifically, individuals felt accepted, work was found to be more satisfactory, and sharing within groups increased. Study 2 mostly highlighted trust, and how trust plays a role in perception and work group sharing. In the end both studies were found to be valuable in supporting the ideas behind diversity in a workplace and the advantages it has for a company. 

Jang, S. (2017). Cultural Brokerage and Creative Performance in Multicultural Teams. Organization Science, 28(6), 993–1009. https://pubsonline.informs.org/doi/10.1287/orsc.2017.1162

Through two studies, one going over archival data, and one experimental, Sujin Jang studies how multicultural teams work to generate creative outcomes, and how individuals from different backgrounds elicit or integrate knowledge from each other’s cultures. Prof. Jang also seeks to learn how different cultural team formats affect creative performance, testing different interaction styles (eliciting or integrating knowledge) as well as team members relations to each other culture wise (monocultural, multicultural, cultural insiders and outsiders.) Through these studies, detail is provided into exactly what kind and how much cultural diversity affects creative performance.

Konrad, A. (2003). Special Issue Introduction: Defining The Domain Of Workplace Diversity Scholarship. Group & Organization Management.,28(1), 4-17. https://journals-sagepub-com.ezproxy.library.wwu.edu/doi/pdf/10.1177/1059601102250013

This article is written by a student at Temple University, Alison Konrad. Konrad dives 

Into 6 articles written on Group and Organizational Management in a marketing workplace. Power and dominance have a huge impact on how diverse a marketing team really is. Workplace diversity only became important once diverse members in companies became contenders for power positions. The importance of diversity in a workplace reflects heavily on the consumers groups, as many different diverse viewpoints are represented in the company. Konrad found that companies with the most diversity and companies that had different representations of different view-points were the most successful. Different viewpoints brings up more discussion and disagreements which ultimately allow for a collaborative workplace that reflects different perspectives.

Li, J. (n.d.). The preventative benefit of group diversification on group performance decline: An investigation with latent growth models. Journal of Organizational Behavior, 42(3), 17. https://doi.org/10.1002/job.2498

This article explores the extent to which diversity can be both effective and non-effective

toward influencing the performance and creativity within the workplace. Li presents four

main hypotheses around the research presented within this article that revolve around the

impacts of group tenure diversification, group gender diversification, and group size

diversification. This article defines diversity in regards to organizational behavior as a

dynamic input to group work and performance as a dynamic output. The research within this

article confirm that diversification promotes work performance under the restraint that

differences should be expanded over time by changing group members and keeping

team/groups sizes smaller rather than larger. This article supports our topic of how internal

employment diversity affects marketing performance by confirming that diversity promotes

the inclusion of new ideas which benefits overall work performance. The influence of new

ideas and thought processes will allow for marketing specialists to promote more diverse 

perspectives through the advertisements they create. 

Richard, O. C., Stewart, M. M., Sackett, T. W., & McKay, P. F. (2015, September). (PDF) the impact OF STORE-UNIT–COMMUNITY racial DIVERSITY CONGRUENCE on store-unit sales performance. Retrieved April 20, 2021, from https://www.researchgate.net/publication/273376745_The_Impact_of_Store-Unit-Community_Racial_Diversity_Congruence_on_Store-Unit_Sales_Performance

The peer reviewed management journal article The Impact of Store-Unit–Community Racial Diversity Congruence on Store-Unit Sales provides answers to how store unit sales performance is directly correlated to matching levels of racial diversity between employees and community members. Three hypotheses studied all supported the theory that high employee diversity and racial representativeness paired with high community racial diversity leads to increased sales productivity, creativity, problem solving, inclusion, support, and understanding of customer preferences. A high to high congruence also conveyed lower turnover, fewer reports of discrimination, and reduced incivility. This scientific study affirms our team’s theory that having more diverness in a workplace whether that be a clothing marketing firm to food marketing firm produces a strong upsurge in creativity and innovation performance. Which is a crucial factor needed in all marketing firms to provide a higher quality of inclusion and subconscious mental health in our rapidly expanding diverse nation.