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x, Lobel & McLeod, 1991) which argues that diversity creates value and help for group outcomes. The common theory that causes these theories is that a raise in racial/ethnic diversity means that a work group will practice achievable positive outcomes such as: improved information, better problem solving facility, practical argument and dispute, increased creativity, higher feature decisions, and increased understanding of diverse ethnicities/cultures. Any more essential theory is that surface-level diversity such as race is indicative of deeper-level differences, such as thinking processes/schemas, difference knowledge base, different sets of experiences, and diverse views of the world.

3.1Antecedents and outcomes of racial/ethnical diversity
In earlier research from 1960 to 1980, it was mentioned in relation to it in Civil Rights Act in the U.S. it was paying attention on whether there was discrimination and bias present in collection, preparation, performance evaluations, promotions, and other important human source functions (c.f., Cox &Nkomo, 1990). There also has been some explore conducted on differences among subdivisions in terms of job agreement and other attitudes, incentive, and leadership.

According to Kraiger and Ford's (1985) meta-analysis, race/ethnicity clarified 3.7% of the difference in job performance ratings. Rates tended to accept higher ratings from raters of the same race. Other results (Moch 1980; Williams& O'Reilly, 1998) for race/ethnicity effects recommend that those persons who are different from the majority in a society tend to be more likely to leave, to be less satisfied and less psychologically dedicated.

By the 1990s, Johnson and Packer made examine on diversity begun to focus on work teams, or the business case for managing and utilizing a gradually more diverse workers. Two conflicting views appeared that about it Milliken & Martins, 1996 explained as follow .The positive point of view is that there are benefits to the team by having increased diversity. Group performance is thought to be enhanced by having broader resources and multiple views (Hoffman, 1959).

Particular to race, some studies (McLeod, Lobel& Cox, 1996; Watson, Kumar & Michaelsen, 1993) have found that ethnically diverse work group makes better decisions than homogeneous teams. Joshi and Roh (2007) found a fairly equal number of studies reporting positive or negative effects for race/ethnicity diversity across three outcomes types (performance, process and affect/attitude). The most stimulating finding, however, was that there were more null findings than positive and pessimistic effects put together. For example, race/ethnicity diversity effects in relation to show were seven positive, eight negative and 20 null findings.

3.2 Diversity of Race Sociological and Philosophical Content
The implementation of totally developed multiculturalism raises basic questions about the nature of social relations and culture itself. About it, Mitchell and Russell said: '. . . the. Right to be diverse can never be unrestricted. . . No society can reserve a position in which 'anything goes' at the cultural level within its different communities' (Mitchell &Russell, 1994, p. 153).To agree with this report is not to slip into ethnocentrism or racism. It is, however, to state the sociologically clear: that there are limits to the amount of d