promoting practices.Even when there is a sincere commitment to strive for a diverse workforce, many times it takes work to change deeply rooted prejudices and stereotypes. The desire to make it happen must come from the top down if subordinates are to truly get the message of importance. Unfortunately, many top-level managers are reluctant to change or alter the very system in which their careers prospered. Backlash by white males is too often the byproduct of diversity initiatives. In recent years, many white males have taken a stance against Affirmative Action programs and diversity initiatives claiming reverse discrimination. But there has been no evidence to support the notion that Affirmative Action plans are pushing the traditional white male out the door. A study done by the Department of Labor in 1995 found that 3,000 cases of reverse discrimination were filed that year alone, but fewer than 100 had sufficient evidence to support the claim (Kangas P.2) . In efforts to avoid the division that can occur within organizations that implement diversity initiatives, advocates of organizational cohesiveness go beyond efforts to hire individuals simply on the basis of difference. Instead, they focus on hiring those with the skills, and abilities most suitable for the vacancy, regardless of race, age, gender, or ethnicity. Others recruit people who represent the companys underlying core values and otherwise demonstrate a high degree of compatibility. However, it should be noted that when the recruiting and selection process does not achieve person-organization fit, the organization may be left with a weak culture that sends unclear messages about values and provides employees no clear direction. Proponents of a strong organizational culture believe that a high level of person-organization fit is advantageous for all parties; employers, new and current employees, and job seekers. A study of eight large public accounting firms...
