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Journal Article 1: Muir, C. (1996). Workplace readiness for communicating diversity. International Journal of Business Communication, 33, 475-484.

Abstract: The American workplace has become more multiculturally diverse in the last three decades. Many companies have recognized the benefits of a multicultural workforce and have supported diversity efforts in a number of ways. However, there are still problems for minorities trying to assimilate into work settings as reflected in the many accounts of feelings of discomfort, alienation, and frustration experienced by racial and ethnic minority employees. One significant reason for this is the lack of preparedness for the various programs designed to promote diversity. Such programs are often developed by personnel departments without a diagnosis of the "diversity problem" or the input of employees, and, therefore, often end up not effecting significant change. Using the Organizational Readiness model developed by Armenakis, Harris, and Mossholder (1993), this paper discusses ways in which organizational change agents can assess the company's current interpersonal and social dynamics, use appropriate influence strategies, and create effective messages that will appeal to employees and help to achieve the desired acceptance of diversity among members of the organization.

Journal Article 2: Patrick, H. A., & Raj Kumar, V. (2012). Managing workplace diversity: Issues and challenges. SAGE Open, 2, 1-16.

Abstract: Diversity management is a process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued. The literature on diversity management has mostly emphasized on organization culture; its impact on diversity openness; human resource management practices; institutional environments and organizational contexts to diversity-related pressures, expectations, requirements, and incentives; perceived practices and organizational outcomes related to managing employee diversity; and several other issues. The current study examines the potential barriers to workplace diversity and suggests strategies to enhance workplace diversity and inclusiveness. It is based on a survey of 300 IT employees. The study concludes that successfully managing diversity can lead to more committed, better satisfied, better performing employees and potentially better financial performance for an organization.

Journal Article 3: Hill, R. J. (2009). Incorporating queers: Blowback, backlash, and other forms of resistance to workplace diversity initiatives that support sexual minorities. Advances in Developing Human Resources, 11, 37-53.

Abstract: The Academy of Human Resource Development’s Standards on Ethics and Integrity states that, “HRD professionals accord appropriate respect to the fundamental rights, dignity, and worth of all people.” This article offers insights into the resistance encountered when organizations acknowledge the worth of sexual minorities. Lesbian, gay, bisexual, transgender, and self-identified Queer (LGBTQ) individuals occupy complex and contradictory worlds in organizations, including the workplace. Causes of backlash, also known as blowback, to diversity change in the context of LGBTQ rights and dignity are presented. It lays out evidence-based practices that may help human resource development professionals to avoid resistance that can result from their attempts to transform organizations into fully inclusive places.