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Racial Differences in Employee Retention: Are Diversity Climate Perceptions the Key?
Abstract
Given considerable racial differences in voluntary turnover ( Bureau of Labor Statistics, 2006 , Table 28), the present study examined the influence of diversity climate perceptions on turnover intentions among managerial employees in a national retail organization. The authors hypothesized that pro‐diversity work climate perceptions would correlate most negatively with turnover intentions among Blacks, followed in order of strength by Hispanics and Whites (Hypothesis 1), and that organizational commitment would mediate these interactive effects of race and diversity climate perceptions on turnover intentions
(Hypothesis 2). Results from a sample of 5,370 managers partially supported both hypotheses, as findings were strongest among Blacks. Contrary to the hypotheses, however, White men and women exhibited slightly stronger effects than Hispanic personnel.
... Rudolph, et al (2017) further underscore that age-related factors like career stage and adaptability may predict remote work success better than generational traits, advocating for a focus on individual competencies and workplace skills. McKay, et al (2007) highlight how a company's diverse climate affects employee commitment, especially for minority groups. Their study showed that Black managers who perceived a positive diversity climate were more committed to their companies. ...
... Their study showed that Black managers who perceived a positive diversity climate were more committed to their companies. In a remote setting, a supportive diversity culture may play a similar role in retention, especially when direct engagement is less frequent (McKay, et al, 2007). ...
... Their research showed that voluntary turnover was almost 30% higher within racial minority groups, which brought forward the question of how diverse climate perceptions influence turnover intentions. The results revealed that Black managers' perception of the diversity climate had the highest relation to their commitment and desire to remain with their company (McKay, et al 2007). Further research could reveal if an organization's culture affects remote employees' productivity. ...
therefore, each generation will prioritize different aspects of their work-life-balance, which could be pivotal in the style of leadership controlling their level of productivity. We use an integrative literature review to analyze findings from prior research to gain a comprehensive perspective on remote work management. Transformational and situational leadership appear to be the most productive for remote work due to flexibility, engagement, and adaptability to varying needs. We conclude that leaders engage in practices that create a productive, inclusive, and adaptable remote work culture. We offer two recommendations.
... Despite the attempt to define the concept of diversity in the workplace on a multi-dimensional level, most of the research has focused on specific dimensions (Cachat-Rosset et al., 2017). For example, Pugh et al. (2008) and McKay et al. (2007) have created widely used one-dimensional scales. There are also multidimensional scales that focus on the attitudes and support of different discriminated populations (Goyal & Shrivastava, 2013). ...
... Specifically, Lauring and Selmer (2011) found that the climate of diversity was positively correlated to the group performance perceived by individuals and to satisfaction at the group level. Furthermore, the climate of diversity is able to influence important organizational outcomes such as performance and work commitment (Milliken & Martins, 1996;Mor Barak & Levin, 2002;Williams & O'Reilly, 1998;Mor Barak, 2005;Brimhall et al., 2014;Buttner et al., 2012Buttner et al., , 2010aButtner et al., , 2010bGonzalez & DeNisi, 2009;Hicks-Clarke & Iles, 2000;Hopkins et al., 2001;Houkamau & Boxall, 2011;Kaplan et al., 2011;McKay et al., 2007;Parks et al., 2008). A favorable climate for the inclusion of people belonging to the categories of Diversity and in particular to gender, is positively correlated with a higher level of satisfaction; an element which, in turn, reduces turnover intentions. ...
... Diversity management policies are negatively correlated with turnover intentions (Celik et al., 2013) and there is a relationship between management support regarding ethical behaviour and job satisfaction (Vitell and Davis (1990). There is general agreement on the relationships between Diversity practices and intentions to stay or leave ones workplace (Buttner & Lowe, 2017;Buttner et al., 2010aButtner et al., , 2010bGonzalez & DeNisi, 2009;Kaplan et al., 2011;McKay et al., 2007;Stewart et al., 2011). ...
... Previous studies have found that P-E fit is related to racial/ ethnic minority and sexual minority individuals' positive perceptions of inclusive climates (i.e., racial climate, sexual minority-supportive climate; Lyons & O'Brien, 2006;Velez & Moradi, 2012). We focus on fit within academic climates because they are directly related to faculty and graduate student career outcomes, including productivity, commitment, turnover intentions, and satisfaction (McKay et al., 2007;Nishii, 2013;Settles et al., 2007;Settles & O'Connor, 2014). ...
... We study these four climate facets within the context of P-E fit because they fall under the broader umbrella of inclusive academic climates, which are especially important for individuals from marginalized groups. Studies find that more inclusive climates are associated with increased productivity, job commitment, and job satisfaction, as well as lower turnover intentions (McKay et al., 2007;Nishii, 2013). However, researchers consistently find that members of underrepresented groups perceive the climate more negatively than those from majority groups and subsequently have worse career outcomes (McKay et al., 2007;Settles, Buchanan, et al., 2019). ...
... Studies find that more inclusive climates are associated with increased productivity, job commitment, and job satisfaction, as well as lower turnover intentions (McKay et al., 2007;Nishii, 2013). However, researchers consistently find that members of underrepresented groups perceive the climate more negatively than those from majority groups and subsequently have worse career outcomes (McKay et al., 2007;Settles, Buchanan, et al., 2019). Compared to members of the majority group, individuals from marginalized groups are especially attentive to inclusive climates because of a long history of exclusion and discrimination (Purdie-Vaughns et al., 2008). ...
Existing academic structures and norms perpetuate the mistreatment and marginalization of scholars resulting in a climate that is misaligned with the values of academics from marginalized groups. Therefore, we study how climates at multiple levels of the academy (i.e., research group, department, and professional field) shape marginalized scholars’ careers and career attitudes. Participants (N = 3,204) were doctoral students, postdoctoral fellows, and assistant professors from four science fields (biology, physics, economics, and psychology) who completed an online survey about psychological safety and intragroup conflict within their research group, climate of diversity within their department, climate of scholarly inclusion within their professional field, and their career outcomes. We conducted three general structural equation models with marginalized identity status predicting three career outcomes: turnover intentions, burnout disengagement, and burnout exhaustion. We also tested the mediation effect of climate at the levels of the research group, department, and profession on these career outcomes. Participants with a greater number of marginalized identities experienced a more negative climate at all three levels compared to those with no and fewer marginalized identities. The climate experienced at these three levels also significantly mediated all three career outcomes for marginalized scholars. Climate of scholarly inclusion at the level of the profession was especially strongly related to intent to leave and burnout. These results add to the breadth of research on multiply marginalized scholars’ negative experiences of academic climates and point to areas that may be particularly important for interventions.
... Previously, procedural fairness was found to have positively influenced organizational commitment to reduce turnover intention among Pakistani bankers (Bakri and Ali, 2015). Specifically, affectively committed employees tend to carry emotional attachment and personal identification to the organization (Allen & Meyer, 1990a), thus stay longer with their organization (McKay et al., 2007). Theory of social exchange (Homans, 1958) strongly advocates the norms of reciprocity between employer-employee relationships that a fair treatment (such as effective compensation) by the employer will most likely to generate equally fair response (such as greater commitment) by the employee. ...
... Affective commitment in previous studies has been found to be a strong determinant of turnover intention as it develops a strong emotional bonding of employees with their organizations which makes them work longer (McKay et al., 2007) which reduces their intentions to quit. Robinson and Rousseau (1994) used social exchange theory to explain the relationship between employee perceptions and behaviors which can be used to describe the relationship between affective commitment and turnover intention. ...
... Recently, Bakri and Ali (2015) investigated 177 commercial bankers in Pakistan and found the organizational commitment plays a mediating role in determining turnover intentions when influenced by perceptions of organizational justice. Since, affective commitment has been found as a stronger dimension of organizational commitment (Meyer & Allen, 1991), therefore it more likely to significantly influence employee turnover intention (McKay et al., 2007;Solinger et al., 2008). Thus, this study underlined the role affective commitment as a mediating factor between the relationship between organizational justice and turnover intention among employees from Islamic banks of Pakistan. ...
... Laboratory research has also revealed racial biases in multiple cognitive and affective processes such as face perception and recognition (6)(7)(8)(9)(10), empathy for pain (11)(12)(13), and attitude (14)(15)(16)(17). From a psychological perspective, racial discrimination manifests outcomes of interactions between the perceived race of others and an observer's own racial identification (i.e., how an individual views the self as a member of a particular racial group) (18). While previous studies of racial biases in social cognition and emotion have largely focused on the effects of psychological and neural processes of others' race, the contribution of an observer's own racial identification to racial ingroup biases in empathy and related behavior is much less understood. ...
... Racial identification as a component of self-concept highlights how a person thinks about the self as a member of a specific racial group (18) and is different from racial identity, which regard the collective identity of a group of people who are believed to share physical characteristics such as skin color, facial features, and other hereditary traits (37). Racial identification is also different from individual identification that refers to how a person views the self as an independent entity who is distinct from all other people. ...
... The model developed by Perry et al. (2021) stated that inclusive leadership increases inclusive climate and then improves employee and work unit outcomes such as reducing sexual harassment and increasing job satisfaction. Inclusive climate refers to the perception that all employees, regardless of their backgrounds, are valued and integrated into the workplace (Nishii, 2013), whereas diversity climate pertains to the recognition and appreciation of employee differences within an organization (McKay et al., 2007). Despite these distinctions, research indicates a strong correlation between the two concepts, with both contributing to positive workplace outcomes, such as enhanced employee attitudes, reduced turnover intentions, and improved team performance (e.g., McKay et al., 2007;Nishii, 2013;Randel et al., 2018). ...
... Inclusive climate refers to the perception that all employees, regardless of their backgrounds, are valued and integrated into the workplace (Nishii, 2013), whereas diversity climate pertains to the recognition and appreciation of employee differences within an organization (McKay et al., 2007). Despite these distinctions, research indicates a strong correlation between the two concepts, with both contributing to positive workplace outcomes, such as enhanced employee attitudes, reduced turnover intentions, and improved team performance (e.g., McKay et al., 2007;Nishii, 2013;Randel et al., 2018). Furthermore, inclusive leadership, which fosters an inclusive climate, has been shown to improve perceptions of fairness, engagement, and psychological safety-factors that are also positively linked to diversity climate (Carmeli et al., 2010;Shore et al., 2011). ...
With migration movements, inclusiveness and diversity issues have been intensively addressed in healthcare institutions, as in many institutions. This study explored the mediating role of diversity climate, quantity of social contact and quality of social contact in the relationship between inclusive leadership and xenophobia for healthcare professionals and employees. Data was collected from 423 healthcare professionals and employees in Türkiye, one of the countries hosting the highest number of migrants in the world. According to the study results, inclusive leadership positively predicted diversity climate. While inclusive leadership did not have a direct effect on xenophobia, diversity climate and social contact quality had an indirect effect through sequential mediation. The study also suggested that effective management of diversity in the health sector depends on the development of diversity climate and social contact quality together with inclusive leadership practices. The study results support the spillover theory and social contact theory.
... According to Greening and Turban (2000), employees commonly assume that their organisation genuinely values personal and professional growth. An inclusive environment that fosters diversity indicates to employees that the organisation is devoid of biases and genuinely values the overall welfare of its employees (McKay et al., 2007). Organisations that strive to create an inclusive work environment for employees of all ages reported considerable improvements in job-related well-being (Madera et al., 2016). ...
... This result aligns with prior research findings that emphasised the impact of perceived diversity climate on job satisfaction (García-Rodríguez et al., 2020;Trochmann et al., 2023). This suggests that Fostering diversity in an inclusive workplace demonstrates to employees that the company is impartial and truly cares about their welfare (McKay et al., 2007). Furthermore, when people are treated fairly, it not only shows that the organisation is concerned about them but also that they are acknowledged and have importance within the organisation, which addresses their need for belongingness (Malhotra et al., 2022). ...
... Starting with the outcome of interest, diversity climate was assessed using twelve statements (Table 2). To date, questionnaires measuring diversity climate have (a) contained items measuring fairness of practices and inclusion of people from minoritized groups; and (b) had the organization as the context (Holmes et al., 2021;McKay et al., 2007). As the officiating context is different from the work in other diversity climate studies, we developed 12 items that were reflective of those diversity climate domains, were focused on gender, and had the broader sport in which the individual was a referee as the context. ...
... The reliability of the scale was assessed using Cronbach's alpha, which was 0.835 and, thus, indicated good reliability (Hair et al., 2018). Considering diversity climate as a one-dimensional variable is also consistent with previous research (Avery et al., 2008;McKay et al., 2007). Therefore, a diversity climate index (Diversity climate) was computed by adding up the items and dividing the sum by twelve. ...
... Third, one limitation of existing research on attracting and retaining talent is that it primarily focused on the presence versus absence of diversity-relevant cues (Griffeth et al., 2000;Groeneveld, 2011;Lee & Zhang, 2021;McKay et al., 2007;White et al., 2019). Past studies on signaling theory have often operationalized the diversity approach as a dichotomous variable that is either present or absent in an organization without specifying the exact diversity approach. ...
... Diversity management research offers evidence that such cues may also substantially benefit the retention of minoritized employees. For example, favorable diversity climates, evaluated in broad terms (i.e., whether antidiscrimination policies exist, if organizations offer equal access to training or publicize their diversity principles; Groeneveld, 2011;McKay et al., 2007;Wagner, 2017), can be helpful for retaining minoritized groups. Notably, some studies have shown that key subcomponents of identity safety may drive these beneficial effects. ...
Organizations vary in diversity approaches. Some recognize and celebrate group differences (identity consciousness), while others deem these differences unimportant and deemphasize them (identity blindness). Research on diversity approaches’ impact on workplace perceptions and experiences of marginalized groups has grown but focuses mainly on “visible” groups (e.g., racial minorities, women) while largely overlooking the potential impact on “invisible” groups (e.g., LGBTQ + individuals). Integrating the diversity approaches paradigm with signaling and identity safety theory, this research addresses this oversight. Three pre-registered studies (Ntotal = 1318) investigate whether LGBTQ + individuals prefer identity-conscious organizations for employment because they perceive this approach as a signal of safety and acceptance for their identity. Findings reveal that identity consciousness (vs. identity blindness) is associated with increased attraction towards organizations among prospective (Studies 1 and 2) and lower turnover intentions among incumbent (Study 3) LGBTQ + workers. Identity safety (measured through employees’ sense of authenticity, belonging, and justice) mediates these relationships. Exploratory analyses indicate that, compared to their cisgender counterparts, transgender participants generally report more negative workplace experiences and expectations (Studies 1–3). Furthermore, there is suggestive evidence that transgender individuals who publicly disclose their identity may exhibit an even more positive response towards diversity-conscious organizations. We discuss the implications of these findings and conclude that identity consciousness signals and creates an identity-safe working environment for LGBTQ + individuals, improves their workplace experiences, and enhances organizations’ ability to attract and retain LGBTQ + talent.
Supplementary Information
The online version contains supplementary material available at 10.1007/s10869-024-09975-2.
... Past relationships between diversity climate perceptions and individual-level outcomes (e.g. Mor Barak et al., 2016 for a meta-analysis;McKay et al., 2007 ;Stewart et al., 2011) are often explained via psychological contract or person-fit perspectives (Kristof-Brown et al., 2002;Robinson & Rousseau, 1994), such that individuals (particularly of stigmatized identities) should experience better fit with organizations when diversity climate perceptions are high rather than low, given perceptions that they are valued by the organization. Alternatively, when stigmatized employees perceive weak diversity climates, they have demonstrated greater turnover intentions (Stewart et al., 2011;McKay et al., 2007), lower job satisfaction (Driscoll et al., 1996;Madera et al., 2013), and greater occupational stress (Driscoll et al., 1996), likely due to perceived misfit, feelings of exclusion, and organizational mistrust (Mor Barak et al., 2016). ...
... Mor Barak et al., 2016 for a meta-analysis;McKay et al., 2007 ;Stewart et al., 2011) are often explained via psychological contract or person-fit perspectives (Kristof-Brown et al., 2002;Robinson & Rousseau, 1994), such that individuals (particularly of stigmatized identities) should experience better fit with organizations when diversity climate perceptions are high rather than low, given perceptions that they are valued by the organization. Alternatively, when stigmatized employees perceive weak diversity climates, they have demonstrated greater turnover intentions (Stewart et al., 2011;McKay et al., 2007), lower job satisfaction (Driscoll et al., 1996;Madera et al., 2013), and greater occupational stress (Driscoll et al., 1996), likely due to perceived misfit, feelings of exclusion, and organizational mistrust (Mor Barak et al., 2016). We hypothesized similar associations within the present study: ...
Though all workers must consider how to best manage boundaries between work and life spheres, employees facing workplace prejudice grounded in invisible identity standing may face additional considerations; to the extent that bringing one’s home life to the office exposes an employee to stigma at work, that employee may prefer to segment (versus integrate) life aspects to avoid such prejudice. Via a time-lagged survey of 216 lesbian, gay, and bisexual (LGB) employees, we found that identity distancing was indirectly related to enacted work-life boundaries through boundary management preferences, with identity distancing at least partially determined by perceptions of organizational diversity climate. Accordingly, we advance theory related to boundary enactment via the identification of individual and environmental circumstances related to boundary preferences. Practically, we highlight the pervasiveness of stigma as informative to the core relationships employees form between work and life spheres, underscoring the benefits of a positive organizational diversity climate.
... In the business literature, findings suggest that the ROI on D&I initiatives in the civilian sector substantially outweigh their costs by way of improved employee engagement, innovation, creativity, performance, and effective communication (Dayan et al., 2017;Diaz-Garcia et al., 2013;Downey et al., 2015;Herring, 2009;Hofhuis et al., 2016;Holmes, 2016;Holmes et al., 2021, Slater et al., 2008. Moreover, organizations with healthy diversity management climates score higher on measures of organizational effectiveness and lower on voluntary turnover intentions (Choi & Rainey, 2009;McKay et al., 2007;Mor Barak et al., 2016). However, little is known about how investing in initiatives to promote healthy D&I climate translates into improving the bottom line for the military in particular. ...
The purpose of this executive report is to summarize top-line findings from a study conducted by the Office of People Analytics (OPA) to identify the return on investment (ROI) for promoting
healthy diversity and inclusion (D&I) climates in the military. Using survey data from the 2017 Workplace and Equal Opportunity Survey of Active Duty Members (2017 WEOA) and
administrative records, we leveraged D&I survey indicators to characterize the varying types of D&I climates that exist among active duty members. We then evaluated the association between
these D&I climate types with key readiness and retention outcomes in the military. For the latter, we sought to demonstrate the ways in which D&I climate associated with key readiness
and retention outcomes from the survey, as well as estimate actual retention over a three-year period following participation in the survey using administrative records. Finally, we then
explored the ways in which D&I climate could potentially impact end-strength and racial/ethnic composition of the force over time to underscore the ROI of promoting D&I within a military
context. Taken together, the findings of our study underscore the importance of D&I and any initiatives by the Department to improve D&I climate as a mission readiness and retention issue.
Experiencing an unhealthy D&I climate may have deleterious effects that could threaten the health, well-being, and readiness of the force, as well as influence the pipeline of those who rise
to the highest ranks in the military. In it is this way that we demonstrate the ROI on D&I in the military.
... Community diversity is an important antecedent for psychological safety (Newman, Donohue, and Eva 2017). Emphasizing diversity can foster a positive climate in which community members, regardless of their background, more strongly identify as members of the group and feel psychologically safe (McKay et al. 2007). In this setting, group members are more willing to engage in potentially risky behaviors. ...
We often treat social media as a lens onto society. How might that lens be distorting the actual popularity of political and social viewpoints? In this paper, we examine the difference between the viewpoints publicly posted in a community and the privately surveyed viewpoints of community members, contributing a measurement of a theory called the "spiral of silence." This theory observes that people are less likely to voice their opinion when they believe they are in the minority--leading to a spiral where minority opinions are less likely to be shared, so they appear even further in the minority, and become even less likely to be shared. We surveyed active members of politically oriented Reddit communities to gauge their willingness to post on contentious topics, yielding 627 responses from 108 participants about 11 topics and 33 subreddits. We find that 72.6% of participants who perceive themselves in the minority remain silent, and are only half as likely to post their viewpoint compared to those who believe their opinion is in the majority. Communities perceived as being more inclusive reduce the magnitude of this effect. These results emphasize how far out of step the opinions we see online may be with the population they purport to represent.
... Paleoredox conditions hint on understanding the depositional environments of marine and non-marine sediments by analyzing the accumulated trace elements (V, Sc, Ni, Cr, Co, U, Th, Fe, and Zn) in the sediments which are sensitive to redox conditions because of their variable oxidation states (Jones and Manning 1994;Tribovillard et al. 2006;McKay et al. 2007;Rahman et al. 2020a, b). Enrichments of U and V in the sediments indicate anoxic to euxinic bottom-water conditions when deposited (Mangini et al. 2001). ...
The sedimentary geochemistry of St. Martin's Island is important to determine the origin of the source rock, paleo weathering, tectonic setting, sediment recycling , maturity, sorting, redox condition, and paleo salin-ity of the sediments. Major oxides, trace elements, and rare earth elements (REEs) obtained from the INAA technique are presented by analyzing the sediment samples collected from the shoreline of St. Martin's Island, Bangladesh. The elemental ratios, comparison with average upper continental crust (UCC), binary diagrams (Th/Sc vs. Sc, La/Th vs. Hf, Th/Co vs. La/Sc), and chondrite normalized REE patterns exhibit substantial LREE enrichment, relatively flat HREE fractionation, considerable negative Eu anomalies (average: 0.72), indicates the derivation from a source dominated by felsic rock, with contribution from intermediate source and mafic component. Sediments from St. Martin's Island exhibit the deposition of sediments in transitional environments of active and passive continental margin settings. Weathering indices value of CIA, PIA, CIW, CIX, and K 2 O/Rb ratio show moderate chemical weathering, indicating that the sediments are chemically mature. Sedimentary redox indicative proxies, such as U/Th, V/Cr, and V/Sc, show an oxic depositional environment during sediment deposition. The intermediate CIA and other weathering index values of the St. Martin's sediments show that the area had semiarid and humid climatic conditions throughout the deposition. The Rb/K ratio of the St. Martin's sediments suggests that the development and deposition of the sedimentary sequence of St. Martin's Island mainly occurred in a brackish water environment during the geological past.
... Employees are more likely to feel valued and included, leading to higher retention rates and a more positive organizational culture (Page, 2019). This, in turn, bolsters the organization's reputation as an employer of choice, further attracting high-caliber talent (McKay et al., 2007). A 2018 study by Glassdoor found that 67% of job seekers consider workplace diversity an important factor when evaluating job offers. ...
Implementing initiatives to promote diversity and equity involves navigating various legal challenges, including risks of discrimination and privacy breaches. This chapter explores these issues through an analysis of pertinent European legislation and key decisions from the Court of Justice of the European Union. It evaluates the implementation of positive actions, the use of AI in assessing candidates' diversity values, and the risks linked to processing sensitive data and adhering to the principles of purpose limitation and data minimization. The goal of this chapter is to provide an overview that can serve as a valuable resource for management in selecting, evaluating, and implementing diversity-promoting measures in the workplace. This approach helps managers gain a fundamental understanding of the legal complexities surrounding diversity initiatives, fostering more informed decision-making that meets legal requirements and organizational objectives.
... Example questions are "At my work, I feel that I am bursting with energy" (vigor), "I am enthusiastic about my job" (dedication) and "I am immersed at my work" (absorption).Employee retention. This construct was measured by using two items adapted from P. F.McKay et al. (2007). The items are "I hardly ever think about leaving the company" and "It would take a lot to get me to leave the company".Social identity. ...
The goal of this research is to identify the impact of IEB on employee engagement and retention in IT companies. The quantitative research involved 203 IT professionals. The significant relationship between IEB, employee engagement, employee retention and social identity was revealed. The study showed that employee engagement is mostly affected by the following dimensions of IEB: organizational values, rewards and recognition, while in addition, internal communication has a positive effect on employee retention.
... It would be important for future research, particularly in racially/ethnically diverse societies (e.g. Australia, Canada, the U.K., and the U.S.), to control for racial/ethnic diversity when examining the implications of gender diversity (McKay et al., 2007). Additionally, it would be valuable for future research to explore whether collective incentives, childcare benefits, or other types of HR practices can operate equally well to mitigate the negative implications of organizational racial/ethnic diversity. ...
Organizational gender diversity may not be as well received among male employees as among female employees, particularly in countries characterized by gender inequality. Through the lens of intergroup threat theory (intergroup threat is experienced when members of one group perceive that another group is in a position to cause them actual or symbolic harm), we conceptualize organizational gender diversity as a threat to male employees, which evokes male employees’ voluntary turnover, but as a support (threat mitigation) to female employees, which reduces female employees’ voluntary turnover. We also investigate whether certain types of human resource (HR) practices can moderate the gendered implication of organizational gender diversity for voluntary turnover. By analyzing data from South Korea, we found that while collective incentives negatively moderated the positive relationship between organizational gender diversity and male employees’ voluntary turnover, childcare benefits strengthened the negative relationship between organizational gender diversity and female employees’ voluntary turnover.
... There are many studies in the literature showing the effect of workplace inclusion on organizational outcomes. For example, it has been shown to increase job satisfaction (Mor Barak & Levin, 2002;Mor Barak et al., 2006;Acquavita et al., 2009;Madera et al., 2013), reduce turnover (McKay et al., 2007;Nishii & Mayer, 2009;Kaplan et al., 2011;Chrobot-Mason & Aramowich, 2013), decrease absenteeism , increase organizational commitment (Cho & Mor Barak, 2008;Gonzalez & DeNisi, 2009;Hwang & Hopkins, 2012;Chrobot-Mason & Aramovich, 2013), enhance organizational citizenship behavior (Den Hartog et al., 2007;Singh et al., 2013), and improve performance (Gonzalez & DeNisi, 2009;Singh et al., 2013;Sabharwal, 2014). ...
This study aims to examine the effects of diversity training on employees' organizational commitment and perceived inclusiveness, as well as the moderating role of age in these relationships. The research was conducted with 212 participants working in companies in Turkey. A Socio-Demographic Information Form, Organizational Commitment Scale, and Inclusivity Scale were used as data collection tools. The results of the research showed that diversity training has a positive and significant effect on both organizational commitment and perceived inclusiveness. Additionally, it was found that age has a moderating role in the relationship between diversity training and organizational commitment but does not have a moderating role in the relationship between diversity training and perceived inclusiveness. These findings suggest that diversity training can be an effective tool in increasing employees' organizational commitment and perception of inclusiveness. However, it should be noted that age may affect the effectiveness of diversity training. These results can help organizations develop their diversity management strategies and increase employee commitment and perception of inclusiveness.
... Favourable diversity attitudes may take many forms and can be related to surface-level diversity (McKay, Avery, and Morris, 2008;McKay, Avery, Tonidandel, Morris, Hernandez, and Hebl, 2007), deep-level diversity (Homan et al., 2008), information diversity (Hobman, Bodia, and Gallois, 2004), and linguistic diversity (Lauring and Selmer, 2012). In this regard, Ely and Thomas (2001) conclude that different types of positive diversity attitudes in a team may affect teamwork outcomes differently. ...
In this paper, we address how different types of positive attitudes towards international diversity
among team members can influence team outcomes. Our study explores whether openness to
language diversity could contribute to the effect of openness to value diversity becoming more
salient. Data was collected from 1,085 team leaders of highly globalized academic research teams
in the Nordic region. The results show a significant and positive effect of openness to different
cultural values on team outcomes. Furthermore, in teams rated more open to language diversity,
the impact of openness to value diversity on team performance is enhanced. Effects of different
types of diversity attitudes have been assessed in extant literature. No prior studies, however, have
focused on the interaction between the different types of diversity attitudes. This is an important
omission because one type of diversity attitudes could function as a boundary condition for other
types of diversity attitudes.
... Some of these issues include an image of male dominance and a masculine working environment, stereotypes and discrimination, and poor work-life balance, among others. These real and perceived issues harm the sustainability of the workforce in the construction industry [15,16], thus resulting in low productivity and job satisfaction [17][18][19][20], which in turn leads to a lower retention rate and reduced economic activity [17,18]. Karakhan et al. [16] rightly point out that the construction industry has no choice but to overcome the high turnover rate and increased workforce shortage by creating an equitable, fair, and welcoming environment to ensure sustainability in the industry. ...
This paper addresses three research questions: (1) According to the pertinent literature, what are the main causes of the current gender gap in the construction industry, particularly for management and leadership roles? (2) Is there a significant difference between male and female high-school-age students regarding their level of knowledge of the construction industry? (3) Is there a significant difference between male and female high-school-age students in their perception of the construction industry and factors impacting their career choice? These research questions are addressed by a review of the literature followed by a discussion of precamp survey results from two consecutive years of a two-week high school summer camp, which is focused on construction science and management. The literature review reveals that the issues are deep-routed and complex but can in general be categorized into two groups: the recruitment and retention of women in construction management and related careers. While the literature review summary in this paper addresses both categories, the focus of the paper remains recruitment, particularly through a study of high school students’ level of knowledge and perceptions of construction management. The pre-camp surveys assessed the participants’ baseline knowledge and perceptions of construction management as a career. The results showed that the knowledge of construction management as a career is very low, with no statistically significant difference between genders. It must be noted here that the participants are biased positively toward the construction management and related careers, as they chose to attend the camp for a variety of reasons, from wanting an experience on the campus of this university to parents’ encouragement. Despite this baseline interest, however, the data show that the participants lacked clarity on what this career really entails. It is suggested, therefore that the general knowledge of this career path across larger and more randomized samples across U.S. will be even lower. The perceptions of the construction industry differed slightly between genders, with females perceiving it as more physically challenging and prioritizing family friendliness when considering career options. In conclusion, both the literature review and the survey data analysis show that the lack of knowledge of this career path, exacerbated by the negative perceptions of the construction industry, contribute to the problem of women not choosing to study construction management. The construction industry continues to make significant improvements in their diversity and inclusion efforts, and there are a variety of paths within the industry for graduates of construction science and management degrees. As such, significant work remains for both the industry and academia to overcome the lack of knowledge and negative perceptions of the industry through increased outreach to better inform high school students, parents, and counselors.
... Race is included as there is mixed evidence as to the effect of race on turnover intention (Griffeth et al., 2000;J. R. Jones & Harter, 2005;McKay et al., 2007). Factors which mediate the relationship between race and turnover intent, (e.g. ...
The Emergency Medical Services are strained in the face of high workforce turnover and substantial cost pressures. Voluntary workforce turnover exacerbates direct and indirect cost pressures including training, productivity loss, loss of talent, and covering vacancies. Reduction of voluntary turnover is therefore of practical interest for worker retention and cost reduction. While a robust body of literature is dedicated to exploring precursors of turnover, few studies have explored affective factors leading to turnover emergency medical service clinicians. Key questions investigated are (1) the relationship between trait emotional intelligence (EI) and turnover intention and (2) the relationship between EI and TI controlling for known predictors of turnover intention. A convenience sample (n=446) was obtained through an online survey created with validated EI, turnover, stress and other instruments and distributed to EMS providers via agencies and online forums. Analytic methods include t-tests, Pearson correlations, and linear regression. Higher trait EI was found to result in decreased turnover intention both at the global (r = -.31, p < 0.001) and factor levels (Wellbeing, r = -.22, p< 0.001; Self-Control r = -.19, p < 0.001; Emotionality, r = -.35, p < 0.001; Sociability, r = -.17, p < 0.001). While EI is found to predict turnover intention, other factors such as physical health, perceived stress, and income may be better predictors of turnover intent. Among the important implications of this study is trait EI should be included in discussions of job turnover of EMTs and paramedics, especially in human resource planning. In addition, it highlights that the mental and physical health of EMS clinicians deserves closer attentiveness by researchers, clinicians, policymakers and EMS managers.
... If the women who are most likely to gain status in corporate America reinforce not only gender but racial inequality, then prevailing assumptions about women as a solution to companies' DEI efforts are sorely misguided, with important implications for business ethics. Such women are likely to undermine rather than support DEI in the workplace, to the detriment of organizations and their stakeholders, particularly their marginalized ones (e.g., Bell et al., 2018;Marimuthu & Scheepers, 2022;McKay et al., 2007;Roberts & Mayo, 2019;Singer, 2018;Singh & Selvarajan, 2013;Wang & Seifert, 2020). Furthermore, if the "queen bee syndrome" (cf. ...
Businesses often attempt to demonstrate their commitment to diversity, equity, and inclusion (DEI) by showcasing women in their leadership ranks, most of whom are white. Yet research has shown that organizations confer status and power to women who engage in sexist behavior, which undermines DEI efforts. We sought to examine whether women who engage in racist behavior are also conferred relative status at work. Drawing on theory and research on organizational culture and intersectionality, we predicted that a white woman who expresses anti-Black racism is conferred more status in the workplace than a white woman who does not. A pilot study (N = 30) confirmed that making an anti-Black racist comment at work was judged to be more offensive than making no comment, but only for a white man, not a white woman. Study 1 (N = 330) found that a white woman who made an anti-Black racist comment at work was conferred higher status than a white woman who did not, whereas the opposite held true for a white man, with perceived offensiveness mediating these effects. Study 2 (N = 235) revealed that a white woman who made an anti-racist/pro-Black Lives Matter comment was conferred lower status than a white woman who did not, whereas the opposite held true for a white man. Finally, Study 3 (N = 295) showed that people who endorse racist and sexist beliefs confer more status to a white man than to a white woman regardless of speech, but that people low in racism and sexism confer the highest status to a white woman who engages in anti-Black racist speech. These studies suggest that white women are rewarded for expressing support for beliefs that mirror systemic inequality in the corporate world. We discuss implications for business ethics and directions for future research.
... A diversity climate must include consideration of minority groups, recognizing how valuable an organization's employees are, promoting organizational diversity, and socially integrating employees belonging to marginalized groups [45]. Thus, the diversity climate has already produced positive value in its essence, such that the higher the degree, the more positive the organization appears [46]. ...
This study investigates the impact of inclusive leadership on diversity, climate, and change-oriented organizational citizenship behavior in hotel work. It also examines whether the diversity climate mediates the relationship between inclusive leadership and change-oriented organizational citizenship behavior. An online survey was conducted among hotel employees. It was found that inclusive leadership had a significant positive effect on the diversity climate. The diversity climate was found to have a significant positive effect on change-oriented organizational citizenship behavior, and inclusive leadership had a significant positive effect on change-oriented organizational citizenship behavior. Finally, inclusive leadership had a significant positive effect on change-oriented organizational citizenship behavior through a diversity climate. The results of this study have academic and practical implications for human resource management with respect to inclusive leadership in hotel workers’ work environment according to changes in hotels’ environmental factors for a new generation of employees flowing into the organizational mainstream.
Workplace disparities persist for marginalized individuals—people from groups historically excluded from dominant social, economic, educational, and/or cultural life—who report lower well-being, strained relationships, and worse career outcomes compared to their advantaged counterparts. Allyship behaviors, often defined as actions by advantaged individuals to support marginalized individuals, have been promoted as solutions to such disparities. However, scholarly understanding of allyship behaviors’ consequences remains fragmented due to unclear definitions and conceptualizations, a predominant conceptual focus on antecedents, and limited integration with organizational theorizing. Consequently, we develop the mitigation–signaling model, which synthesizes definitions, categorizes behaviors, and disentangles conceptual overlaps to clarify why, how, and when allyship behaviors impact marginalized individuals’ work outcomes. The mitigation path focuses on the role of allyship behaviors in reducing mechanisms of disadvantage, that is, interpersonal discrimination, structural discrimination, and unequal access to resources. The signaling path emphasizes socioemotional signals (e.g., social value and safety) that marginalized individuals interpret from allyship behaviors. By bridging allyship and organizational scholarship, we provide a framework that clarifies conceptual boundaries, identifies empirical limitations, and offers a roadmap for advancing theory and practice. Our review highlights opportunities for organizationally relevant research and actionable interventions to address workplace disparities for marginalized individuals.
As described by Avery, Volpone, and Luksyte in the previous edition of this handbook, three concurrent societal trends are collectively placing immigration and retirement on a collision course of sorts: (a) the largest age segment in many societies (i.e., the baby-boom generation) is approaching or reaching conventional retirement age, (b) many employers are experiencing significant difficulties attracting and retaining qualified personnel, and (c) immigration rates in many industrialized nations are increasing. In this chapter, the authors update the conversations around these societal trends established in the prior iteration, to expand scholarly and practitioner insights into how growing immigration and retirement can coexist in either collaboration or competition with one another. In doing so, the authors consider this impending collision from the perspectives of both natives and immigrants. The authors conclude the chapter by identifying several avenues for future research to determine ways through which the two might coincide more fruitfully.
In an era of increasing focus on gender equality, women continue to face subtle yet profound challenges in harmonizing their gender identity with their professional roles. This study investigates how a supportive organizational climate promoting gender equality can facilitate gender-work identity integration (GWII) and enhance workplace quality of life. In a sample of 311 workers, we tested a moderated mediation model to test the hypothesis that GWII mediates the relationship between a gender-equality climate and well-being, with gender as a moderator. Results showed that well-being at the workplace is favoured only among women, but not among men, by a climate that supports gender issues. Higher levels of gender-work identity integration were associated with a more supportive ethical climate toward gender equality, which, in turn, was related to higher women’s well-being in the work context. These results offer some insights into how important climate is to help balance women’s organizational and gender identity and how these aspects can favour their work-related well-being.
Grounded in symbolic and substantive frameworks, our study highlights how the proportion of women in top management teams (TMTs) enhances coordination among members of gender‐diverse groups, leading to a higher collective performance. Our empirical investigation encompasses panel data (Study 1: 1017 observations across 306 firms over 8 years) and two group‐level surveys (Study 2: 93 leaders and 391 members; Study 3: 47 leaders and 149 members), all within the context of South Korea. Consistently across our studies, we find that the indirect relationship between employee gender diversity and collective performance through relational coordination is positive and stronger as the proportion of women in the TMT increases. Notably, Study 3 reveals that it is TMTs’ substantive influence (e.g., diversity‐supportive practices and initiatives), rather than their symbolic influence (e.g., signaling equal opportunity for career advancement), that underpin the observed benefits of the proportion of women in TMTs. Our research highlights the pressing importance of advancing the proportion of women in top leadership positions.
The purpose of our article is to provide insights as to how anti-Black performative allyship in the peer-review process obstructs the advancement of Black scholarship in management and organization studies (MOS). To accomplish this, we rely on critical race theory (CRT) to (1) contextualize and conceptualize anti-Black performative allyship within the peer-review process and explain its harmful effects; (2) identify three specific acts of anti-Black performative allyship within the peer-review process; (3) use narrative accounts to demonstrate our experiences with these acts of anti-Black performative allyship within the peer-review process; and (4) discuss corrective steps toward the realization of genuine allyship by MOS to advance Black scholarship. Theoretical implications are discussed.
Leadership plays a critical role in mediating the relationship between Perceived Diversity Climate and Organizational Justice within organizations. This chapter explores how Leader-Member Exchange (LMX) influences employees' perceptions and attitudes towards organizational justice in diverse environments. The study focuses on how LMX dimensions—Affect, Loyalty, Contribution, and Professional Respect—impact perceptions of diversity climate (including fairness, inclusiveness, and personal comfort) and organizational justice (distributive, procedural, interpersonal, and informational justice). The research draws on foundational theories such as Social Exchange Theory, Role Theory, Attribution Theory, Social Identity Theory, and LMX Theory to analyze diversity climate. Similarly, Organizational Justice is examined using Equity Theory, Social Exchange Theory, and Fairness Heuristic Theory. The chapter posits that high-quality LMX relationships enhance perceptions of diversity climate, fostering stronger feelings of Organization Justice.
This work explores the transformative potential of Machine Learning (ML) in advancing Diversity, Equity, and Inclusion (DEI) within data-driven Human Resource (HR) practices. ML addresses systemic inequities in recruitment, promotions, and workplace engagement through tools that identify biases, automate fairness-focused evaluations, and analyse inclusion metrics. While offering unparalleled efficiency and scalability, ML introduces algorithmic bias, ethical complexities, and regulatory compliance challenges. Organisations can foster transparency, trust, and accountability by integrating fairness-aware ML models, real-time DEI dashboards, and federated learning. This framework underscores a human-centred, collaborative approach, ensuring ML aligns with DEI principles and promoting equitable workplace cultures globally. The study highlights best practices, ethical considerations, and interdisciplinary strategies to balance innovation with fairness, paving the way for a future where technology drives inclusivity
The racialization of COVID-19 as an Asian virus has been linked to growing reports of racial harassment and violence targeting Asian Americans. We examine one such manifestation of racial harassment against Asians in the form of workplace microaggressions, such as a coworker referring to the virus as the “Chinese virus” and the negative impact that these forms of racial microaggressions can have on those who witness them. We also examine the influence of a leader who intervenes versus a leader who stays silent when a microaggression occurs, highlighting the positive impact of leaders who condemn microaggressions while underscoring the negative impact of leaders who stay silent. We found that, among those who witness microaggressions, Asian Americans were more likely to ruminate and report negative perceptions of the aggressor than Whites. We also found that leader intervention improved perceptions of leader effectiveness and that leader trust mediated this process, especially among Asian Americans. Additionally, we found that leader intervention decreased turnover intentions.
The purpose of this research is to investigate the social antecedents of academic performance over time, as well as understand if a longitudinal view of performance affords greater understanding of graduation and retention. Academic performance across four years was tracked among 1,911 university students. Embeddedness prior to institutional entry was examined alongside high school grade point average and standardized test scores as predictors of performance improvement over time. Embeddedness was also examined as a potentially stronger predictor of performance improvement among ethnic minorities. Results indicate that Black and Hispanic students with greater social ties were more likely to improve their academic performance over time. Additionally, initial academic performance and improvement in performance over time were uniquely related to graduation and retention rates. These results suggest that performance improvement is a novel and valuable conceptualization of academic performance. Further, universities may promote performance improvement by helping newcomers form bonds with current members. Further research may identify the specific supports current members provide to inform structural solutions of such supports. Such research and policy interventions may be of relatively greater benefit for Black and Hispanic students.
LGBTQ individuals often face unique challenges in the workplace, including systemic discrimination, microaggressions, and a lack of inclusive workplace cultures. These factors can lead to a chronic state of stress and exhaustion known as LGBTQ Battle Fatigue, a term coined by author Stacey Morin. This research examines the psychological, social, and organizational factors contributing to this phenomenon. Through a comprehensive literature review and analysis, the impact of LGBTQ Battle Fatigue on individual well-being and organizational culture is considered. Stereotyping and discrimination emerged from the research. The relevance of this research lies in the critical role inclusion plays in addressing systemic inequalities and ensuring fair treatment, access, and opportunities for all individuals. The main purpose of this study is to analyze how LGBTQ Battle Fatigue may affect the effectiveness of diversity and inclusion efforts, potentially leading to superficial diversity measures, employee disillusionment, and reputational risks for organizations. The author’s contribution to solving the scientific problem under study involves a theoretical framework application using Organizational Justice Theory and Queer Theory which allows for a nuanced examination of how systemic inequalities might persist or worsen when not addressed. This application demonstrates the importance of a theoretical basis for analyzing such complex issues. This approach allows for a comprehensive understanding of LGBTQ Battle Fatigue and provides insights into the necessity of maintaining a focus on inclusion to promote genuine inclusivity and fairness in the workplace.
Despite the challenges Muslims face because of their stigmatized religious identity, little is known about how they navigate that identity in the workplace. Adopting an interpretivist perspective of identity work, this study investigates this issue by building on two‐round in‐depth interviews (35 in round‐one and 21 in round‐two) with skilled practising British Muslim professionals. It extends work on power positions to show the privileges those in senior managerial positions have, including assertiveness and control over workplace interactions and outcomes. It further advances understanding of authenticity, revealing that, despite their experiences of stigmatization, these professionals tend to remain true to their religious identity, openly practising their religion in the workplace. They perceive identity re‐interpretation to be part of authenticity, and a responsibility to contest religious stigma. Importantly, this study conceptualizes proactive religious coping as an identity work response to workplace stigmatization, theorized in this organizational context as turning to God and religious rituals for meaning, comfort, resilience and reconciliation, whilst also being proactive and fighting to challenge experiences of stigmatization. However, unlike for other stigmatized groups, inclusive organizational practices, particularly religious accommodation, are not a driver for authenticity, but rather a signal for environment‐fit and authenticity is instead driven by religious identity.
This chapter examines the intersection of race, gender, and organizational culture systems to provide a deeper understanding of the barriers women, particularly women of color, face in attaining leadership roles. It also aims to offer practical strategies for identifying race-and-gender-based biases and stereotypes within organizational systems that control women's professional advancement and suggestions for creating a holistic approach to creating a more equitable and effective organizational environment.
The purpose of this study is to examine the relationship between engineering faculties’ perception of the diversity climate and their turnover intentions at R1 (Research 1) universities across the U.S. We sampled 1,101 tenure-track engineering faculty for this purpose. Data analysis showed that an engineering faculty’s demographic characteristics (i.e., sex, race/ethnicity, professor rank, age, engineering areas, marriage status, and tenure-track status) are associated with their perceptions of the diversity climate. Furthermore, results from structural equation modeling analyses show that faculty with higher perceptions of organizational fairness and inclusion reported a lower desire to turn over. Implications for the results are discussed.
Injustices can occur inside and outside of one's work and women of color may be frequent targets of such. This chapter examines explanations for why women of color engage in activism and advocacy both inside and outside of their workplaces. Following this, the chapter then covers the biases that women of color face for engaging in advocacy and activism. Finally the chapter will end with suggestions and strategies that women of color and their allies can engage in in order to support the efficacy of advocacy and activism.
Despite the psychological benefits of authenticity, Black employees within predominantly White organizations often face the dilemma of whether to downplay versus highlight their social identity. Our research introduces social uncertainty as a unifying lens to understand the reluctance of these employees to express their social identity. Highlighting the central role of social uncertainty also helps identify novel factors at both the organizational level (authenticity climates) and individual level (perspective-taking) that can encourage Black employees to engage in social identity affirmation—authentic expressions of the positive aspects of their social identity. To test our hypotheses, we conducted two survey studies, two experiments, qualitative interviews, as well as coded text responses to our experimental prompts. Across our studies, authenticity climates were associated with greater social identity affirmation by Black employees, and this relationship was strengthened when these employees engaged in perspective-taking. Consistent with our theorizing, social certainty mediated these direct and moderated effects. In addition, social identity affirmation increased Black employees’ organizational involvement. Our experimental studies offer causal evidence for the roles of both authenticity climates and Black employees’ perspective-taking, our qualitative interviews vividly illuminate our hypotheses, and our text response analyses provide insight into how authenticity climates operate. Overall, the current research highlights how organizations can help Black employees feel comfortable emphasizing and expressing their true selves by increasing their social certainty. These findings also have direct implications for organizational leaders, providing them with actionable strategies to create more inclusive environments.
Funding: The research was supported by Northwestern University and Oklahoma State University.
Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2020.14659 .
This study examined the relationship between employee loyalty and employee heterogeneity of deposit money banks in Rivers State. Cross sectional research design was adopted in studying the deposit money banks in Olu Obasanjo Road, Port Harcourt. Two-hundred and thirty-two (232) copies of questionnaire were retrieved and analyzed from the field survey out of two-hundred and fifty-nine (259) distributed. Spearman's rank order correlation coefficient statistical tool was employed to ascertain the relationship between the variables. Findings revealed a positive non-significant relationship between the variable employee loyalty and the measures of employee heterogeneity (gender and age heterogeneity). It was concluded that employee loyalty positively but non-significantly relate to employee heterogeneity of deposit money banks in Rivers State. The study suggested that the CBN should increase its routine bank inspections to make sure that the banks are following industry best practices. Management of deposit money banks should make sure that workplaces are constantly being upgraded and made conducive and this will foster job satisfaction and bring about employee loyalty.
ARTICLE INFO ABSTRACT Purpose: The main objective of this study is to examine the relationship between diversity management practices in Indian IT sector and their impact on job engagement and job commitment meditated through organisational openness and organisational trust. Furthermore, the study aims to explore the indirect effect of organisational openness on job commitment, moderated by organisational trust as a moderator variable. Design/Methodology/Approach: To achieve the stated objectives, the researchers have hypothesized a structural model and prepared a structured questionnaire, which was pre-tested and administered to 558 respondents in Indian IT sector. The collected data was collated by using SPSS and Amos software. Initially, the collected data was tested for various assumptions, subsequently, the structural equation model was run to test the stated hypothesis of the study.
Purpose
We examined the effect of management practices on overt and subtle forms of discrimination in remote working contexts. Management practices (i.e. diversity and equality management systems) may influence employees’ perception of the diversity climate and affect the occurrence of discrimination.
Design/methodology/approach
To empirically investigate these associations, we administrated an online questionnaire with self-report measures via a 3-wave longitudinal research design.
Findings
Data analysis of our sample of N = 153 remotely working employees show that when managers invest in equality and diversity practices, employees perceive their workplace as more inclusive (i.e. diversity climate). In turn, this reduces the occurrence of subtle discriminations. Conversely, this relationship was not significant for overt forms of discrimination.
Originality/value
This result indicates that creating a diversity climate is especially important when combatting subtle forms of discrimination in remote work contexts. We discuss the theoretical and practical implications of our findings in light of managerial studies on discrimination at work and psychological literature on virtual environment and social networking.
Purpose
The purpose of this research is to test the unexplored association between diversity climate and employee innovation. To fully understand this association, this research aims to explore the mediating role of domain-relevant skills and the moderating role of openness to experience.
Design/methodology/approach
This research gathered data from 367 full-time employees working at information organisations in Vietnam. Structural equation modelling was used to test hypotheses.
Findings
The results showed that diversity climate positively impacted employee innovation directly and indirectly through domain-relevant skills. In addition, openness experience moderated the relationship between diversity climate and employee innovation.
Originality/value
This is one of the first studies to explore how a diversity climate influences employee innovation. This research also investigates how domain-relevant skills link diversity climate with employee innovation. Finally, this research provides further evidence that openness to experience reinforces the effect of diversity climate on employee innovation.
Psychological safety is a beneficial social‐psychological state that promotes positive outcomes in the workplace, such as greater information sharing and enhanced organizational learning. Yet, how psychological safety dynamically develops as a process in groups generally and in demographically diverse groups particularly is understudied. Moreover, there is an insufficient understanding of how peer group members—group members who are not the leader—influence the progression and maintenance of psychological safety. We address these theoretical gaps through an inductive, qualitative study of a group‐based play context. Grounded in data collected from 97 participants, including 56 interviews and 70 h of participant observation, we build a theory that illuminates how psychological safety is co‐created through peer group member interactions during group‐based play. We find that the opportunities afforded by group‐based play disrupt exclusionary dynamics among demographically diverse adults and permit them to shift their relational risk motivation from pursuing goals of individualized self‐protection to pursuing goals of relationship promotion with one another. This breaking out of default, protective relational patterns during group play enables diverse group members to have a greater willingness to (1) engage in relational risk‐taking with each other and (2) support each other's relational risk‐taking—a process we refer to as the relational risk promotion cycle . As diverse group members relationally play off of one another during this cycle, they begin to co‐create a climate of psychological safety, in which they experience discrete events of relaxing and energizing into their differences. Our research makes theoretical contributions to the literatures on psychological safety, diversity in groups and play in organizations. Additionally, our findings suggest a critical role for leaders in which they are not solely creating the conditions for group psychological safety but supporting group members in working together to co‐create a climate of psychological safety for themselves.
Representation is vital in the workplace. This chapter looks beyond increasing representation of minoritized groups; instead, it focuses on strategies to attract and retain these employees (i.e., cultivating neurodivergent-supportive climates), which has been difficult to explore in the literature. This chapter focuses on talent in individuals who are neurodivergent (e.g., autism, mental health, Tourette syndrome). Employees who are neurodivergent, due to the invisible nature of their conditions, may be experiencing a lack of accommodations and support to enable them to maximize their abilities. They may fear experiencing discrimination, and thus make decisions to not disclose their disability and thus not request accommodations. We highlight the research that examines the antecedents that may strengthen (e.g., improved diversity composition) or weaken (e.g., faultlines) employee perceptions of a DEI climate as this influences the effectiveness and reach of this climate. Then, we present recommendations to foster a neurodivergent-supportive climate including social support (e.g., mentorship), structure (e.g., universal design), and the environment (e.g., flexible work environments). Importantly, this chapter identifies allies as a key component in facilitating neurodivergent-supportive climates. This chapter provides insights that can help organizations create an equitable and inclusive workplace climate that promotes the success, well-being, and participation of neurominorities.
Do gender and race–ethnicity moderate people's reactions to perceptions that their organization supports affirmative action/equal opportunity (AA/EO)? This study compared relationships between perceptions of support for AA/EO, distributive and procedural justice, career development opportunities, and work attitudes in 4 groups of federal employees: White men (n = 4, 919), White women (n = 1, 622), Blacks/Hispanics (n = 492), and Asians (n = 195). Surprisingly, White men did not associate support for AA/EO with a loss in career development opportunities, organizational injustice, or negative work attitudes. For women and racial–ethnic minorities, support for AA/EO was positively linked to perceptions of organizational justice and increased career development opportunities. As predicted, Blacks/Hispanics had more positive reactions than other employee groups. We conclude that support for AA/EO is generally viewed as fair and has positive attitudinal consequences.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The authors report a series of 9 studies (N = 2,734) in which they evaluated the construct definition, measurement, and validation of organizational commitment (OC). An integrated examination of a wide range of antecedents of the various dimensions of OC was conducted. Results support the existence of 3 major OC dimensions (affective, continuance, and normative), with 2 subdimensions (personal sacrifice and lack of alternatives) for the continuance dimension. Results suggest that the widely used Organizational Commitment Questionnaire assesses primarily the affective dimension. Results provide various levels of support for the set of proposed antecedents. Implications for construct definition, measurement, and future research are discussed.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
This paper makes the argument that the managerial advancement process is different for women and men. Men in management who choose to participate more fully in family labor experience gender role congruence pressures and are penalized in the workplace. Women in management experience statistical discrimination, meaning that they are viewed with suspicion and that their commitment and competence is over-tested. Findings from data collected in two large firms supported the gender role congruence and statistical discrimination perspectives. Specifically, effort expended on paid work was more strongly positively associated with advancement for men than for women. Participating in household labor hurt men's advancement more than it did women's. Demonstrating competence in a series of internal organizational experiences was more strongly associated with advancement for women than for men. Implications for theory, management, and future research are discussed.
Numerous theoretical structures involve the concept of mediation, the mechanism that accounts for the relation between the predictor and the criterion. The, empirical interpretation of mediation has employed multiple independent models to assess components of the overall structure in a piecemeal manner. This article discusses various limitations of using this independent approach and proposes the use of structural equation modeling (SEM) as an alternative. The article furthermore distinguishes current limitations in using SEM software for assessing mediation in complex structures and presents a strategy for supplemental details that more accurately measure the magnitude of mediational effects, in particular, specific indirect effects.
This article reports results from an organizational evaluation examining gender and racial/ethnic differences in the diversity perceptions of 2,686 employees of an electronics company located in a multicultural community. Based on social identity and intergroup theories, the authors explore employees' views of the organizational dimension as well as the personal dimension. A factor analysis of the 16-item diversity perceptions scale uncovered four factors along the two hypothesized dimensions: Fairness and Inclusion factors comprising the organizational dimension and Diversity Value and Personal Comfort factors comprising the personal dimension. The analysis revealed that Caucasian men perceived the organization as more fair and inclusive than did Caucasian women or racial/ethnic minority men and women; Caucasian women and racial/ethnic minority men and women saw more value in, and felt more comfortable with, diversity than did Caucasian men. The article discusses implications for practice and future research.
Mediating effects are often tested using hierarchical multiple regression (HMR) procedures. Typical of the HMR-based strategies is the very frequently cited and widely used procedure described by Baron and Kenny (1986). Unfortunately, there are several important problems with it. More specifically, as we demonstrate below, it: (a) is of virtually no value for buttressing claims of mediating effects for data from non-experimental research; (b) produces erroneous inferences about the existence of mediating effects for misspecified mediation models; and (c) is incapable of providing credible evidence of such effects in a large proportion of cases, even for properly specified mediation models. We detail a number of important implications of our analyses.
This revision of a best selling research methods textbook introduces social science methods as applied broadly to the study of issues that arise as part of organizational life. These include issues involving organizational participants such as managers, teachers, customers, patients and clients, and transactions within and between organizations. In this new edition, chapter 19 now focuses on describing the modeling process and outcomes. An entirely new chapter 20 now addresses challenges to modeling. It goes substantially beyond a discussion of statistical inference. It also discusses issues in interpreting variance, explained estimates, and standardized and unstandardized regression coefficients. A new capstone chapter 21 helps students recognize good research. This textbook is accompanied by an Instructor's Manual for course use. © 2005 by Lawrence Erlbaum Associates, Inc. All rights reserved.
Various authors have noted that interethnic group and intraethnic group racism are significant stressors for many African Americans. As such, intergroup and intragroup racism may play a role in the high rates of morbidity and mortality in this population. Yet, although scientific examinations of the effects of stress have proliferated, few researchers have explored the psychological, social, and physiological effects of perceived racism among African Americans. The purpose of this article was to outline a biopsychosocial model for perceived racism as a guide for future research. The first section of this article provides a brief overview of how racism has been conceptualized in the scientific literature. The second section reviews research exploring the existence of intergroup and intragroup racism. A contextual model for systematic studies of the biopsychosocial effects of perceived racism is then presented, along with recommendations for future research.
Two studies investigated whether a stigma of incompetence marks those associated with affirmative action programs. In an experiment, 129 male and female undergraduates reviewed the application materials of someone said to be recently hired for one of two jobs. The hiree was either a man or a woman, and the woman either was or was not associated with an affirmative action program. The affirmative action label was found to negatively affect the perceived competence of women hirees regardless of the degree to which the job was male sex-typed. A field investigation in which 184 White men provided information about their co-workers supported these results. It additionally demonstrated that the relationship between perceived competence and presumed affirmative action status held not only when co-workers were White women but when they were Black men and Black women as well. The affirmative action label also was associated with negative characterizations of activity and potency and, in the field study, interpersonal attributes and prognoses for career progress.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
Framing this paper is the question: what research problem and hypotheses suggested by symbolic interaction theory give promise, if pursued, of significantly advancing the sociology of the family? The problem delineated revolves around the concepts of identity and commitment. After explication of a set of premises and needed refinements in concepts basic to symbolic interaction theory, a number of hypotheses are offered. These purport to account for the position of identities in a salience hierarchy and tie identity salience to role performance. Finally, it is noted that these hypotheses could profitably be studied in the research setting of responses to first pregnancy
Industrial/organizational (I/O) psychologists are becoming increasingly interested in race in the workplace, especially given the numerous reports touting the changing demographic makeup of new entrants in the labor market. Past studies that have examined race in the organizational arena have often developed without theoretical grounding as well as relied on nominal definitions of race. Furthennore, race research in the organizational sciences has also relied on deficit models of difference to discuss results of studies that have mostly used comparative designs. This article encourages the use of ethnic identity theory by I/O psychologists to open the field to new ways of thinking about race and studying it in organizations.
This article reports the results of a comprehensive meta-analysis of turnover antecedents, extending an earlier one by Hom and Griffeth (1995). As such, this updated meta-analysis represents the most wide-ranging quantitative review to date of the predictive strength of numerous turnover antecedents. Importantly, the present investigation identifies various moderators of antecedent-turnover correlations. The implications of these findings for both theory and practice are discussed.
Building on demography theories, we study the effects of organizational sex composition at different job levels on the turnover of men and women at the same or lower levels We found that women were less likely to leave when more women were employed at their job level but that the effects of the proportions of women immediately above and in executive levels varied with women's rank. Men's turnover was not significantly affected by the proportions of men at or immediately above their job level but decreased when more men were employed in executive levels.
There has been renewed interest in dispositional explanations of individual behavior in organizations. We argue that this new stream of dispositional research is flawed both conceptually and methodologically, and we suggest several theoretical and empirical improvements. We conclude by discussing the costs of a dispositional perspective for both organizations and organizational participants.
Factors affecting ethnic identity and other group orientation were assessed in 115 college students from 5 ethnic groups. Ethnic group self-identification, negative and positive interracial experiences, perceptions of racial bias, social support, just-world beliefs, and psychological distress were each associated with various components of ethnic identity and are discussed within a counseling perspective.
Los factures que afectan la identidad étnica y otras orientaciónes hacia grupos fueron evaluados en 115 estudiantes colegiales de 5 grupos étnicos. La identificación de grupo etnico propio, las experiencias interraciales negativas y positivas, las percepciones del prejuicio racial, apoyo social, creencias en un mundo justo, y la afflicción psicológica fueron asociadas con varios componentes de la identidad étnica y son discutidos dentro de la perspectiva de la consejería.
Researchers in many fields use multiple item scales to measure important variables such as attitudes and personality traits, but find that some respondents failed to complete certain items. Past missing data research focuses on missing entire instruments, and is of limited help because there are few variables to help impute missing scores and the variables are often not highly related to each other. Multiple item scales offer the unique opportunity to impute missing values from other correlated items designed to measure the same construct. A Monte Carlo analysis was conducted to compare several missing data techniques. The techniques included listwise deletion, regression imputation, hot-deck imputation, and two forms of mean substitution. Results suggest that regression imputation and substituting the mean response of a person to other items on a scale are very promising approaches. Furthermore, the imputation techniques often outperformed listwise deletion.
This study examined the relationship between the perceived glass ceiling, perceptions of promotion fairness, and attitudinal outcomes for a sample of Hispanic lawyers. The results showed that gender and perceptions of ethnic discrimination were positively related to perceptions of a glass ceiling, whereas the proportion of Hispanic law associates in the organization was negatively related to a perceived glass ceiling. The perceived glass ceiling was negatively related to perceptions of promotion fairness, which in turn were positively related to perceived career prospects and negatively related to intentions to leave. Overall, perceived glass ceiling had a substantial impact on turnover intentions. Implications are discussed.
This study examined two alternative explanations for disparity in reported work-related experiences and outcomes between black and white managers: treatment discrimination because of race, and differences in human and social capital. Education and training, representing human capital, and racial similarity of network ties and proportion of strong ties, representing social capital, were used to predict whether human and social capital would mediate the relationship between race and the work-related experiences and outcomes under investigation.
Results of a survey of black and white managers in a Fortune 500 financial services firm indicate that black managers reported a slower rate of promotion and less psychosocial support than white managers. Race had both a direct and an indirect effect on these outcomes. Participation in company training significantly predicted reported promotion rates, but race remained a significant predictor. Additional analysis revealed that race moderates the relationship between human capital and promotion rate and suggests a type of treatment discrimination against blacks. Contrary to predictions, social capital did not predict promotion rate, although social capital mediated the relationship between race and psychosocial support. Black managers reported having less social capital than whites, and social capital, in turn, was positively related to the receipt of psychosocial support. No differences were found between blacks and whites in their receipt of career-related support.
Much literature on contemporary U.S. racial relations tends to view black middle-class life as substantially free of traditional discrimination. Drawing primarily on 37 in-depth interviews with black middle-class respondents in several cities, I analyze public accommodations and other public-place discrimination. I focus on three aspects: (1) the sites of discrimination, (2) the character of discriminatory actions; and (3) the range of coping responses by blacks to discrimination. Documenting substantial barriers facing middle-class black Americans today, I suggest the importance of the individual's and the group's accumulated discriminatory experiences for understanding the character and impact of modern racial discrimination.
Ethnic identity is an important component of the self-concept and, like other aspects of identity, can be particularly salient during adolescence. Most research on ethnic identity has focused on the unique elements that distinguish particular ethnic groups. However, it is important as well to study and compare ethnic identity and its correlates across groups. This article presents a questionnaire measure of ethnic identity based on the elements of ethnic identity that are common across groups, so that it can be used with all ethnic groups. The questionnaire was administered to 417 high school students and 136 college students from ethnically diverse schools. Reliability, assessed by Cronbach 's alpha, was .81 for the high school sample and .9Ofor the college sample. The relationship of ethnic identity to various demographic variables and to self-esteem was examined. The measure can be used to examine similarities and differences in ethnlic identity and its correlates among youths from different ethnic groups.
A Monte Carlo simulation methodology was used to examine the effectiveness of five methods for handling missing data in items that comprise summated scales: listwise deletion, item mean substitution, person mean substitution, random number substitution, and regression imputation. Overall, regression imputation was the most effective method in reproducing psychometric properties of a summated scale and preserving statistical power to detect correlations between the summated scale and other variables. The item mean substitution method yielded biased estimates of the standard deviation of the summated scale. Although list- wise deletion yielded relatively unbiased estimates of the psychometric properties of the summated scale, there were high levels of dispersion in the estimates around the true population values. Furthermore, listwise deletion led to severe reductions in statistical power to detect correlations between the summated scale and other variables.
Building on research on collective relative deprivation, we used independent samples of psychologists and managers to assess the relationship of perceived discrimination to an individual's reactions to the job and to the organization. While workers perceived relatively little sex discrimination, women perceived more discrimination against women than did men, and both sexes perceived more discrimination against women than discrimination against men. For women, perceptions of discrimination against women were associated with lower feelings of power and prestige on the job, more work conflict, more hours spent on paid work activities, and a lessened willingness to make the same career choice. Among men, perceptions of discrimination were related to few outcome measures. Implications for organizations are discussed.
Researchers have examined various techniques to solve the problem of missing data. Simple techniques have included listwise deletion, pairwise deletion, mean substitution, regression imputation and hot-deck imputation. Past research suggests that regression imputation and pairwise deletion generally result in less dispersion around true score values while listwise deletion results in more dispersion around true scores. Unfortunately, this research spent much less time examining whether the various techniques lead to overestimation or underestimation of the true values of various statistics. The present study utilized a Monte Carlo Analysis to simulate an HRM research setting to evaluate missing data techniques. Pairwise deletion resulted in the least dispersion around true scores and least average error of any missing data technique for calculating correlations. Implications for use of these techniques and future missing data research were explored.
This article considers single sample approximations for the cross-validation coefficient in the analysis of covariance structures. An adjustment for predictive validity which may be employed in conjunction with any correctly specified discrepancy function is suggested. In the case of maximum likelihood estimation under normality assumptions the coefficient obtained is a simple linear function of the Akaike Information Criterion. Results of a random sampling experiment are reported.
Reports a series of 9 studies, with a total of 2,734 adults, in which the construct definition, measurement, and validation of organizational commitment (OC) were evaluated. An integrated examination of a wide range of antecedents of the various dimensions of OC was conducted. Results support the existence of 3 major OC dimensions (affective, continuance, and normative), with 2 subdimensions (personal sacrifice and lack of alternatives) for the continuance dimension. Results suggest that the widely used Organizational Commitment Questionnaire (L. Porter et al; see record 1975-06351-001) assesses primarily the affective dimension. Results provide various levels of support for the set of proposed antecedents. Implications for construct definition, measurement, and future research are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The authors applied the Fishbein and Ajzen theory of attitudes to understand Asian Americans' beliefs and attitudes toward affirmative action programs (AAPs) in employment, emphasizing the (dis)similarity of Asians' attitudes to those of Whites, Blacks, and Hispanics. In two studies involving more than 1,000 participants, the authors found evidence of greater attitudinal similarity among Asians, Blacks, and Hispanics than between Asians and Whites. Asian U.S. citizens reported significantly more experience with workplace discrimination than did Whites, about the same as Hispanics, and less than Blacks. These reports of discrimination were significantly and positively correlated with attitude toward AAPs. These results, which are contrary to the Model Minority Myth, are discussed along with implications for further research and for affirmative action practices.
Researchers in American race relations have demonstrated the ambivalence white Americans feel toward black Americans. The prejudiced white behaves positively or negatively toward blacks depending on the context of the behavior, while the less prejudiced white behaves more consistently across contexts. In this study, the ambivalence concept was used to demonstrate the construct validity of a relatively nonreactive scale of racial prejudice-the Modern Racism Scale. Eighty-one white college students were pretested on the scale and then evaluated job candidates with identical resumes (except for a picture of a black or white male) under contexts designed to elicit positive or negative discrimination by ambivalent (presumably prejudiced) subjects. As predicted, when the candidate was black, the Modern Racism Scale was negatively correlated with hiring evaluations in the negative context and positively correlated in the positive context. When the job candidate was white, context and the Modern Racism Scale were unrelated to hiring evaluations.
This study examined the psychological contract held by minority employees as it relates to diversity, and the implications of violating the contract on minority employee job satisfaction, commitment to the organization and organizational cynicism. Data were collected from 88 minority employees at four university campuses. Results support unique elements of the psychological contract for minority employees and negative outcomes associated with contract violation. Trust and justice were found to moderate employee interpretations of the violation, though not as was predicted by previous theoretical models. Implications for managers of a diverse work force and future research are discussed.
The eta-squared (η2) from a one-way random effects ANOVA is an index commonly used to estimate group-level properties of data in multilevel research. Under some circumstances, however, η2 values provide biased estimates of the group-level properties. Biased estimates occur because the magnitude of the η2 in a one-way random effects ANOVA is partially a function of group size. In this paper, the relationship between group size and η2 is described, and a simulation verifying the relationship between group size and η2 is conducted. The simulation demonstrates the conditions under which η2 does and does not provide a biased estimate of group-level properties. The paper concludes by (a) discussing corrections for η2, and (b) providing guidelines for calculating estimates of group-level properties in samples having unequal group sizes.
While most companies acknowledge the importance of making diversity a business consideration, diversity is often not a top business priority. Other business initiatives that present more compelling, factual evidence of payback on investment win out over diversity initiatives, which seem to offer less predictable and tangible benefits. As a result, many human resource executives revert to the argument that "it's the right thing to do" and trust that management will back their suggestions to promote a diversity-friendly work environment, then wonder why nothing happens or why well-intended initiatives fail. The presentation of a solid business case increases the likelihood of obtaining the leadership commitment and resources needed to successfully implement diversity initiatives.
Many companies have adopted diversity recruitment initiatives to garner the interest of minority job applicants. The implicit message in these initiatives is that firms maintain supportive diversity climates. Minority job applicants that are subsequently hired may believe that the recruitment tactics used to entice them were misleading if actual work-place diversity climates are unfavorable. This article utilizes the person-organization fit, realistic job preview, and psychological contract literatures to illustrate how common diversity recruitment practices may contribute to increased turnover among new minority hires. Several suggestions are presented for strengthening the link between diversity recruitment and minority employee retention.
This study used a scenario design to examine whether there are different reactions among whites based on how a diversity program is justified by an organization. A reactive justification (affirmative action) was proposed to result in greater backlash than a competitive advantage justification (diversity management). In addition, this study examined the effects of personal and group outcomes on backlash and explored two individual difference variables, gender and orientation toward other ethnic groups, as potential moderators of the proposed relationships. Backlash was operationalized in four ways: an affect-based measure (negative emotions), two cognitive-based measures (attitude toward the diversity program, perceptions of unfairness of promotion procedures), and a behavioral-intentions-based measure (organizational commitment). Results indicated that the diversity management justification was associated with more favorable support of the diversity initiative, and that unfavorable personal and group outcomes adversely affected backlash reactions. There was no empirical support for the influence of the moderator variables on the proposed relationships, however, a main effect for gender was found. Implications of the study's findings and future research directions are discussed.