My first research goal is to expand the conceptualization and measurement of diversity as related to the functioning of groups. Initial work focused on the theoretical differentiation of objective and subjective diversity; that is, the difference between the heterogeneity that actually exists in a group and the heterogeneity that group members perceive (de Chermont & Quiñones, 2001). Subsequent research has focused on further testing of this theoretical model in both laboratory and field settings.

The increasing workforce diversity and the use of groups in the workplace are altering the nature of work. With increased diversity has come the challenge of harnessing its benefits and limiting its potential negative consequences. Although the potential benefits of diversity have been frequently touted, a mix of contradictory and complex empirical findings only partially supports this claim. In response to these varied findings, I have taken a different approach to group diversity to further extricate the true relations.

Primarily, my research has reexamined the tenets of the theoretical bases of diversity research and while considering the traditional conceptualization of diversity (actual heterogeneity of the group), has also developed a parallel conceptualization which posits that diversity may be in the eye of the beholder. Initial research of this model found that in fact, objective (actual) and subjective (perceived) diversity are independent conceptualizations of diversity and the relation between the two is affected by various factors such as time, task, and type of information exchanged (de Chermont & Quiñones, 2002). Subsequent research has focused on taking this model and examining the independent effects of the two types of diversity on group functioning. Results indicate that objective and subjective diversity do have differentiated effects on group functioning (de Chermont & Quiñones, 2004a). In particular, increased subjective diversity (perceptions of greater differences) was positively related to the group conflict and lowered cohesion, independent from the effects of actual diversity. Further, the level of disagreement among group members with regard to perceptions of diversity was positively contributed to the amount of group conflict experienced. This initial evidence suggests that diversity not only affects the functioning of groups through actual differences, but that mere perceptions of heterogeneity can lead to group process loss.

Currently, I am developing future studies that use this differentiation of diversity as the rationale for both ethically and practically moving beyond the simply exploring the positive and negative effects of diversity to explore methods by which organizations can effectively incorporate and address diversity as beneficial at not only the organizational level, but also at the group and individual levels.

As a result of the research just discussed, I developed a more general interest in understanding how groups function. With nearly half of all companies reporting use of teams, the importance of understanding group functioning has been recognized. However, what has not been fully extricated in the research is a holistic model that takes into account the individuals, the group, and the system variables in a multilevel manner that also considers the interactive effects of various group processes. It is only with the advancement of statistical methods, particularly structural equation modeling and hierarchical linear modeling, that these complex levels and interactive issues can be explored.

Within this aim, I am striving to expound on my previous research by considering both the objective and subjective components of diversity as well as other processes to determine if the subjective experiences of group members play an role in group functioning, an idea that has been suggested but not tested. For example, a current project involved examining both group member and independent ratings of group functioning to determine the independent effects of each (de Chermont & Quiñones, 2004b). Additionally, I am working on research that examines the effects that group organization/structure have on both productivity and satisfaction with the hypothesis being that group organization is affected by both actual and perceived diversity which in turn affects performance and satisfaction (de Chermont & Quiñones, 2004c).

Further, a persistent concern in this type of research has been the connection between laboratory and field findings in group research-particularly generalizability of laboratory studies. To explore this, I have conducting field research that should serve to support my previous research as provide a setting to examine group functioning with this systemic approach. One such study currently underway focuses on longitudinal examining of group interaction. To capture the "picture" of group functioning as well as to examine the role of objective and subjective diversity outside the laboratory, data are being collected from multiple sources such as group members, independent observers, subject matter experts, and actual written products of the groups (de Chermont & Quiñones, 2004d). Further, another field study with similar aims also underway where the aim is specifically to examine and extricate the interactive effects of group processes as well as to provide an empirical basis for our theoretical argument regarding the effects of the various levels inherent with groups (de Chermont & Smith, 2004).

Another of my research interests focuses on organizational level policies and factors that related to team-based work structures. In particular, there has been a lack of research that focuses on the relation of team-based policies and work structure to other organizational policies and employees' perceptions of these. In a study of UK healthcare workers, I am analyzing the relation between organizational policies of team-structured work and other positive organizational level factors such as innovation, quality focus, clarity of organizational direction and the subsequent effects of these on both organizational and individual level outcomes (de Chermont, King, West, Hebl, 2003a). I expect that the effect of the coupling of team-based structures with other positive and progressive policies will be positive for both organizational and individual level outcomes. However, the misalignment of organizational policies is expected to result in more negative outcomes than for those in which there are no progressive policies. Another study involves the examination of the link between team-based organization and both formal and informal employee involvement (de Chermont, King, West, Hebl, 2003b). Specifically, the aim is to determine if cooperative team-based organizations are more likely to have more employee involvement and if the conceptualization of employee involvement (formal policies, employee perceptions, actual involvement) has an effect.