The purpose of this thesis is two-fold. This first is to examine the relationship between perceived organisational diversity endorsements and three organisational outcomes – organisational commitment, turnover intention, and sense of belonging. The second is to examine how congruence between employees’ personal endorsement and perceived organisational endorsement of diversity strategies predict these organisational outcomes. To do so, beliefs about the diversity ideologies of colourblindness, multiculturalism and interculturalism were explored. Data from 167 American employees were collected. Multiple regression analyses were conducted to examine the first goal, while polynomial regression analysis was used to examine the latter. It was found that perceived organisational endorsement of pro-diversity strategies (multiculturalism and interculturalism) significantly predicted greater organisational commitment, sense of belonging, and decreased turnover intention. Additionally, congruence between personal and perceived organisational endorsements was shown to predict greater organisational commitment and sense of belonging. Specifically, consistent results were found in the case of multiculturalism, with increase in agreement between personal and perceived organisational endorsement predicting increases in the levels of organisational commitment and sense of belonging. Findings from this study demonstrate the importance of employees’ beliefs about their organisation’s diversity management strategies, as well as the importance of diversity value congruence.