Previous research has indicated that being demographically different from others in a workgroup is related to poor work outcomes, such as increased absenteeism, less job satisfaction and organizational commitment, and increased turnover (Williams & O’Reilly, 1998). Therefore, efforts are needed to reduce the negative effects of demographic dissimilarity. In drawing from the social psychology literature, it is suggested that the negative effects of dissimilarity can be reduced when groups have a common ingroup identity—that is, when members of the group perceive themselves as belonging to a single, common group (Gaertner & Dovidio, 2000). The purpose of this study was to examine this possibility. Specifically, it was hypothesized that a common ingroup identity would moderate the relationship between individual dissimilarity and satisfaction with coworkers. Data were gathered from 87 assistant coaches of track and field teams. Results from a moderated regression analysis provided support for the hypothesis, as when a common ingroup identity was not present, demographic dissimilarity was related to less satisfaction; however, when a common ingroup identity was present, satisfaction levels did not differ between persons demographically different and those demographically similar to their coworkers. These results suggest that managers would do well to encourage a common ingroup identity within the respective workgroups. The total model accounted for 69% of the variance in satisfaction with coworkers. Strategies of accomplishing this include promoting interaction, common goals, and a common fate among group members. Findings are further discussed in terms of theoretical advancements to the relational demography literature. Keyword(s): diversity, sport management