Organizational Diversity Management Impact on High-Performing Marginalized Employee Retention
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Authors
Davis, Sean
Issue Date
2025-08
Type
Dissertation
Language
en
Keywords
Diversity Management , Business, Engineering, Science, & Technological Innovation , Workforce Development Needs & Industry Alignment , Marginalized Employee , Employee Retention
Alternative Title
Abstract
Modern business must effectively compete in highly globalized and heterogeneous markets with diverse consumer bases and multifaceted workforces. The following dissertation examines how diversity management practices influence the retention of high-performing marginalized employees within science, technology, engineering, and mathematics organizations. These organizations frequently pose a unique set of challenges for the career advancement of marginalized employees. Evidence supports the idea that effective diversity management can promote improved organizational performance through enhanced innovation, creativity, and employee retention within a diverse set of employees. Poor diversity management practices were shown to lead to a higher occurrence of negative outcomes like increased turnover, more interpersonal conflicts, and diminished workplace trust. This qualitative study used the narratives of twelve high-performing marginalized employees from STEM organizations to discover five primary themes related to the perception of their organization’s diversity management practices and the resulting impact on retention intentions. The analysis identified the following five primary themes: Positive Diversity Group vs. Negative Diversity Group, Belonging and Inclusion, Frustrations and Discontent, Professional Growth and Development, and Representation and Visibility. The findings suggest that effective diversity management practices are closely associated with a greater desire in high-performing marginalized employees to remain at their organization, a stronger organizational identity, and a greater emotional commitment to their organization. This research contributes to a deeper understanding of the role that effective diversity management practices have in influencing the retention intention of high-performing marginalized employees in STEM organizations. Applicable organizational recommendations resulting from this study include promoting a pro-diversity organizational climate, focusing practices on belonging and inclusion, listening to and resolving frustration and discontent, and promoting a culture of professional growth and development.