In an effort to address an increasingly heterogenous workforce created by a progressively integrated global economy, as well as to uphold justice among employees in the workplace, organizations continue to leverage workplace diversity as a fundamental component of organizational strategy. In doing so, organizations assess the relationship between diversity and organizational performance, and whether the pursuit of a heterogenous workforce is not only morally imperative, but also a worthwhile strategy for effectively achieving and surpassing organizational objectives. Workplace diversity is often regarded as a fundamental component of organizational strategy. The business case for diversity proposes that workplace diversity is a means by which organizations can improve organizational performance (Roberson, 2019). However, a state of workplace heterogeneity has also been regarded as a divisive force that impedes group functioning and detracts from an organization’s efficacy and profitability, thereby having negative effects on organizational performance (Herring, 2009).