In recent years, companies in the United States are becoming increasingly diverse places to work. Workforce diversity with respect to race, gender and ethnicity has increased as a result of socio-cultural changes and is to some extent protected by law. While demographic diversity in American businesses has become more evident, a variety of individual differences in employee values, attitudes, beliefs, and personalities have long been assumed to exist. However, Benjamin Schneider, a professor of psychology at the University of Maryland, argues that the range of individual differences in the psychological variables mentioned above becomes less common within companies over time. Schneider proposed an attraction-selection-attrition (ASA) framework to explain how organizations perform well (440). The main thesis of Schneider's work is that firms do not determine behavior. Instead, it is the employees who determine the company culture. Attraction to a company, selection by it, and attrition by it produce particular types of people within a company. These people determine organizational behavior (Scheneider,1987). From 1997 to 1999 I worked at a company called TNA North America. This was a company based in Sydney, Australia, dedicated to selling and servicing packaging equipment to various customers in North America. In this company we all had very similar values, attitudes and beliefs. One of the employees who was very different from the rest of us was the general sales manager. He was different from the rest of us in many ways. TNA North America is known for providing great customer service, and all of us at TNA were accustomed to working ten or twelve hour days to ensure our customers' needs were met. On the other hand there was the sales manager who only worked six to seven hours a day and very often did not come to the office for days at a time. Business travel is an important part of the company budget, so we always have the cheapest airline tickets. The sales manager was known to fly first class and spend a lot of company funds at trade shows, customer visits and conferences. This behavior was simply not acceptable to the rest of the company. He came to work for us from a competitor of ours, came with good references and showed extensive knowledge of the industry. During his first 6 months he tried to get along with the rest of the employees and also tried to carry out some projects with different clients.