Abstract
Enhancing workforce diversity has become a key objective of personnel politics in the public sector worldwide while its mirror concept – workforce homogeneity – and its causes and consequences for public personnel management has received much less scientific attention. Based on a systematic literature review, we address this theoretical blind spot by identifying three dominant clusters of causes and four dominant clusters of consequences of public sector workforce homogeneity. By synthesizing how self-selection, personnel policies, and socialization create often implicit yet persistent practices that lead to workforce homogeneity, this article highlights areas of theoretical, methodological, and empirical focus. Linking these causes with both intended and unintended consequences of workforce homogeneity clarifies an important but neglected theoretical concept for public personnel management and identifies broad avenues for future research.
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