y importance. It is at this level that that the connection between diversity and the bottom line be clearly understood. The managers can only expect peak performance if they show genuine respect for each individual (Talbot-Allen, 1995, p. 5). Forming better work relationships among employees through better interaction and communication, more effective work teams, less conflict and misunderstandings have been shown to be some of the pluses of such commitment (Wentling & Palma-Rivas, 1998, p. 242). No matter how well-intentioned the diversity program, it wont be worth much unless employees see top management embracing diversity as a way of life. Executives who teach by example; those willing, say, to decline membership in an all-white country club because it would send the wrong message, have the greatest impact (Mueller, 1998, p. 12).A third step is choosing solutions that fit a balanced strategy, and then demanding results (Morrison & Crabtree, 1995, 103). Some areas that seem to be essential; performance evaluations that measure diversity competencies that reflect the commitment to diversity, tracking reports that show the representation of women and minorities, executive bonuses tied to objectives for the advancement of women and minorities, and 360-degree feedback programs that provide managers with annual reviews by bosses, and peers. Performance expectations address the employees role in valuing and working successfully in a company that has diversity as a key workplace objective (Digh, 1998, p. 70).Finally, there is the issue of maintaining momentum, once the commitment has been made and processes have been set in motion is order to monitor progress. There has to be built in building blocks to maintain the momentum (Morrison & Crabtree, 1995, p. 183). Organizations promoting diversity should be persistent in their efforts, and women and minorities should diligently utilize all their resources so they can reach their maxim...
