{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/82237"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/82237","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The Measurement of Valuing Diversity: Construction and Use of a New Scale for Work Groups","abstract":"\"The present research was conducted to build a new scale measuring the behavioral constructs of \"\"valuing diversity\"\" and to examine the antecedents and resulting outcomes of these behaviors in a team context by testing a conceptual model of work group diversity. The new scale, called Teamwork: Valuing Individual Differences (TVID), was developed using behavioral constructs gleaned from the literature and more specific behavioral examples extracted from interviews with a sample of 96 employees. The TVID scale was pilot tested with two independent samples of 172 and 195 employees to assess the reliability of the scale and the multicultural interpretations of the items in the instrument. After revisions were made to the instrument, the refined TVID scale was administered with a third sample of 211 employees in 27 work teams to examine the factor structure underlying the scale and to investigate the relations among the antecedents and consequences of how individuals value diversity in their work group. The results suggest that the TVID scale measures two dimensions of valuing diversity in work groups: solidarity and individuality. A significant predictor of a work group's favorable climate for individuality was a highly involved team leader; whereas organizational and personal diversity experiences had marginal effects on a work group's climate for individuality. Work teams that had more favorable solidarity climates were more satisfied with their co-workers and had higher levels of team performance, as evaluated by both team leaders/managers and the team members themselves. The dimension of individuality in work groups was also predictive of team performance, but only as evaluated by managers.\"","abstract_html":""The present research was conducted to build a new scale measuring the behavioral constructs of ""valuing diversity"" and to examine the antecedents and resulting outcomes of these behaviors in a team context by testing a conceptual model of work group diversity. The new scale, called Teamwork: Valuing Individual Differences (TVID), was developed using behavioral constructs gleaned from the literature and more specific behavioral examples extracted from interviews with a sample of 96 employees. The TVID scale was pilot tested with two independent samples of 172 and 195 employees to assess the reliability of the scale and the multicultural interpretations of the items in the instrument. After revisions were made to the instrument, the refined TVID scale was administered with a third sample of 211 employees in 27 work teams to examine the factor structure underlying the scale and to investigate the relations among the antecedents and consequences of how individuals value diversity in their work group. The results suggest that the TVID scale measures two dimensions of valuing diversity in work groups: solidarity and individuality. A significant predictor of a work group's favorable climate for individuality was a highly involved team leader; whereas organizational and personal diversity experiences had marginal effects on a work group's climate for individuality. Work teams that had more favorable solidarity climates were more satisfied with their co-workers and had higher levels of team performance, as evaluated by both team leaders/managers and the team members themselves. The dimension of individuality in work groups was also predictive of team performance, but only as evaluated by managers."","abstract_has_math":false,"creators":["Rand, Kristine Ann"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Psychology","degree_department":null,"school":null,"contributors":["Harry Triandis"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2015,"date_issued":"2015-09-25T20:39:44Z","date_published":"2015-09-25T20:39:44Z","updated_at":"2026-07-22T22:26:17Z","subjects":["Psychology, Psychometrics"],"languages":["eng"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["(MiAaPQ)AAI9834734"],"render_values":[{"text":"(MiAaPQ)AAI9834734","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/82237","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Harry Triandis"]},{"key":"dc:creator","label":"Author","values":["Rand, Kristine Ann"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2015-09-25T20:39:44Z","10000-01-01","1998"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Psychology"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Psychology, Psychometrics"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/82237","(MiAaPQ)AAI9834734"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["\"The present research was conducted to build a new scale measuring the behavioral constructs of \"\"valuing diversity\"\" and to examine the antecedents and resulting outcomes of these behaviors in a team context by testing a conceptual model of work group diversity. The new scale, called Teamwork: Valuing Individual Differences (TVID), was developed using behavioral constructs gleaned from the literature and more specific behavioral examples extracted from interviews with a sample of 96 employees. The TVID scale was pilot tested with two independent samples of 172 and 195 employees to assess the reliability of the scale and the multicultural interpretations of the items in the instrument. After revisions were made to the instrument, the refined TVID scale was administered with a third sample of 211 employees in 27 work teams to examine the factor structure underlying the scale and to investigate the relations among the antecedents and consequences of how individuals value diversity in their work group. The results suggest that the TVID scale measures two dimensions of valuing diversity in work groups: solidarity and individuality. A significant predictor of a work group's favorable climate for individuality was a highly involved team leader; whereas organizational and personal diversity experiences had marginal effects on a work group's climate for individuality. Work teams that had more favorable solidarity climates were more satisfied with their co-workers and had higher levels of team performance, as evaluated by both team leaders/managers and the team members themselves. The dimension of individuality in work groups was also predictive of team performance, but only as evaluated by managers.\"","Made available in DSpace on 2015-09-25T20:39:44Z (GMT). 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