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This paper examines the impact of employee perceptions of diversity management (DM) on individual outcomes, such as job satisfaction, organizational commitment, and workplace performance, in the context of Eastern Europe, focusing on Romania. It aims to address gaps in the literature by exploring individual-level dynamics of DM, which have been largely overlooked compared to organizational or group-level analyses. Additionally, the study integrates frameworks such as Social Identity Theory, Similarity-Attraction Theory, and Resource-Based Theory to conceptualize how perceptions of inclusiveness influence employee attitudes and behaviors. A quantitative analysis was conducted using validated instruments to measure perceptions of DM, job satisfaction, organizational commitment, and individual performance among employees from various industries in Romania. The dataset includes responses collected over a specific timeframe, ensuring robust statistical analysis. The main findings of the study reveal that: (i) Positive perceptions of DM are significantly associated with improved workplace performance, mediated by organizational commitment. (ii) Positive perceptions of DM are significantly associated with improved job satisfaction, mediated by organizational commitment. These findings provide actionable insights for organizations operating in socio-economically transitioning economies like Romania. The study contributes to the literature by applying classical theories in an Eastern European context and offers practical strategies for designing and implementing effective DM initiatives that promote inclusiveness, reduce intergroup conflict, and enhance employee engagement.

This paper examines the impact of employee perceptions of diversity management (DM) on individual outcomes, such as job satisfaction, organizational commitment, and workplace performance, in the context of Eastern Europe, focusing on Romania. It aims to address gaps in the literature by exploring individual-level dynamics of DM, which have been largely overlooked compared to organizational or group-level analyses. Additionally, the study integrates frameworks such as Social Identity Theory, Similarity-Attraction Theory, and Resource-Based Theory to conceptualize how perceptions of inclusiveness influence employee attitudes and behaviors. A quantitative analysis was conducted using validated instruments to measure perceptions of DM, job satisfaction, organizational commitment, and individual performance among employees from various industries in Romania. The dataset includes responses collected over a specific timeframe, ensuring robust statistical analysis. The main findings of the study reveal that: (i) Positive perceptions of DM are significantly associated with improved workplace performance, mediated by organizational commitment. (ii) Positive perceptions of DM are significantly associated with improved job satisfaction, mediated by organizational commitment. These findings provide actionable insights for organizations operating in socio-economically transitioning economies like Romania. The study contributes to the literature by applying classical theories in an Eastern European context and offers practical strategies for designing and implementing effective DM initiatives that promote inclusiveness, reduce intergroup conflict, and enhance employee engagement.