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Managing diversity at work: Does psychological safety hold the key to racial differences in employee performance?
Abstract
Previous diversity research has neglected the role of psychological mechanisms that underlie the relationship between diversity climate and employee performance. Drawing on social and racial identity theories, we hypothesized that psychological safety mediates the relationship between diversity climate and employee performance. Furthermore, we proposed that race moderates both stages of the mediation, whereby the relationships between diversity climate and psychological safety and between psychological safety and performance are stronger for minorities than for Whites. Results, based on a survey of employees and their colleagues, revealed that the relationship between diversity climate and employee performance was mediated by psychological safety. We also found that the diversity climatepsychological safety and psychological safetyextra-role performance relationships were moderated by race, such that these relationships were stronger for minorities than for Whites. Further, the indirect effects of diversity climate on extra-role behaviours via psychological safety were also moderated by race, such that these relationships were stronger for minorities than for Whites. For efficient management of diversity in organizations, research and practical implications are also discussed.
... Many researchers have found that psychological safety promotes positive outcomes, such as performance (Andersson et al., 2020;Baer and Frese, 2003;Singh et al., 2013), learning behavior (Edmondson, 1999;Kostopoulos and Bozionelos, 2011), creativity (Chen et al., 2020;Hu et al., 2018), innovative work behavior (Javed et al., 2019), and voice behavior (Lee and Dahinten, 2021;Walumbwa and Schaubroeck, 2009;Zhang and Huang, 2020). However, there has been little explanation of how psychological safety improves performance (e.g., Schaubroeck et al., 2011). ...
... Employees' individual perceptions have important effects on individual outcomes (Parker et al., 2003;Plomp et al., 2019). When employees feel safe in the workplace, they tend to engage more in their work (Kahn, 1990) and undertake behaviors that benefit the organization (Singh et al., 2013). From their systemic literature review, Newman et al. (2017) found that individuallevel psychological safety has a direct effect on performance. ...
... This study extended current understandings of the relationship between psychological safety and performance by considering the mediating effects of job crafting and thriving at work. Contrary to earlier findings (Andersson et al., 2020;Baer and Frese, 2003;Singh et al., 2013), this study suggests that there is no direct relationship between psychological safety and performance. The results of this study indicate that when employees perceive that their workplace is psychologically safe, they may proactively craft their jobs through cognitive crafting, relational crafting, and task crafting. ...
Purpose
The purpose of this paper was to explore the underlying mechanism of the relationship between psychological safety and performance.
Design/methodology/approach
A serial multiple mediation model that explains the impact of psychological safety on performance via job crafting and thriving at work was proposed and tested using PROCESS macro (Model 6). Data were collected from 320 employees at three different large Korean organizations.
Findings
The results of this study found that job crafting and thriving at work sequentially mediate the relationship between psychological safety and performance. However, the direct effect of psychological safety on performance was found to be nonsignificant. Put differently, psychological safety is unrelated to performance independent of the effects of job crafting and thriving at work.
Originality/value
The present study theoretically contributes to psychological safety research by proposing and testing a serial mediation model that explores the underlying mechanism of the relationship between psychological safety and performance in detail. Practically, this study informs managers about the importance of ensuring a psychologically safe workplace environment and encouraging employees' proactive behaviors to enhance their performance and ability to thrive at work.
... [2][3][4][5][6][7][8] Outside of medicine, team leader inclusivity (defined as words and deeds by a leader that indicate an appreciation for others' contributions), and team member perception that their voices are genuinely valued, has also been associated with the presence of PS. 9 Further, PS has been described as a mediator of whether employees believe they can bring their "true selves" to work in demographically diverse workplaces, without fear of being judged as inferior or incompetent. 10 This relationship was found to be stronger for racial minority team members compared to White team members, suggesting that creating PS within an organization may have larger and more meaningful impacts for minority team members than majority team members. 10 In medical education, studies suggest that PS frees learners from constant selfmonitoring, allows them to be engaged and present in the moment, and reduces fear of asking questions. ...
... 10 This relationship was found to be stronger for racial minority team members compared to White team members, suggesting that creating PS within an organization may have larger and more meaningful impacts for minority team members than majority team members. 10 In medical education, studies suggest that PS frees learners from constant selfmonitoring, allows them to be engaged and present in the moment, and reduces fear of asking questions. 11 Psychological safety in feedback conversations fosters a willingness to disclose gaps in knowledge, 12 and may also increase receptivity, credibility, and acceptance of feedback. ...
Psychological safety is the perception that an environment is safe for interpersonal risk taking, exposing vulnerability, and contributing perspectives without fear of being shamed, blamed, or ignored. The presence of psychological safety has been associated with improved team learning and innovation, leader inclusivity, and team members’ sense of belonging. In medical education, psychological safety has additional benefits: it allows learners to be present in the moment and to focus on the tasks at hand, and reduces trainee focus on image. Several key features of psychologically safe environments have already been described, including the presence of high-quality relationships, the absence of social positioning, a learner-driven and flexible learning agenda, the lack of formal assessment, and time for debriefing. However, many of the structures and cultural traditions in medical education are in clear opposition to these features. This paper describes the current barriers to psychological safety in medical education, and sets out an agenda for change. In accordance with benefits seen in other sectors, we anticipate that an emphasis on relationships and psychological safety will support the learning, inclusion, and success of medical trainees.
... Therefore, there is a growing scientific interest in examining the effectiveness of managing a diverse workforce. Because a diverse workforce is an intangible capital of the company, value creation through this type of capital is indirect, often ambiguous, and based on many authors ideas (Kaplan & Norton, 2004;Yang & Konrad, 2011;Guillaume et al., 2013) it is a result of interconnected relationships, causes and consequences.As reported by Singh et al. (2013), diversity is not a new construct, but with increasing globalization, growing societal pressures for integration, and a changing demographic environment, managing diversity is becoming increasingly challenging. It consists of a set of formalized procedures originated and implemented by organizations to manage diversity effectively among all stakeholders in the organization (Yang & Konrad, 2011). ...
... Therefore, it is a trend in recent years to examine the conditions under which diversity could have an impact (positive or negative) on business performance (van Knippenberg & Schippers, 2007). Leadership style (Kearney & Gebert, 2009), corporate culture and trust (Olsen & Martins, 2012), organizational commitment (Mamman et al., 2012), information sharing (Kooij-de Bode et al., 2008), deep beliefs about diversity (Van Dick et al., 2008), but also psychological aspects and emotions (Mackie et al., 2008;Singh et al., 2013;Tufan et al., 2019) were identified as moderating variables in the studies. Based on the arguments above, the intent of our research is to fill a significant research gap and create deeper look into relationships and support mechanisms for diversity management. ...
Focusing on utilization of employees strengths at workforce brings companies benefit to the diverse workforce and creates a competitive advantage in a turbulent and dynamic business environment. The intention of this research is to fill a significant research gap in the in-depth exploration of relationships and support mechanisms for diversity management. The research is focused on teamwork climate as a mediating variable, moderating the effect of best practices in the implementation of diversity management and on its potential level of influence on the employee turnover in the company. It was applied the correlation to evaluate connection r among criteria of three areas: best practices in diversity management, teamwork climate and employee turnover rates. The control variables were age, gender, education and length of manager practice. The dependency between best practices in diversity management and employee turnover, which is mediated by teamwork climate, has been confirmed. However, partial mediation was found, where only part of the effect is mediated. The rate of turnover is influenced by the gender of the manager, age and length of practice. All variables (age, length of experience and gender) are significantly related to the variables of best practices in diversity management and teamwork climate.
First published online 24 March 2022
... Similarly, the level of psychological safety, a group-level construct that indicates whether individuals feel secure, trusted, and respected, and whether they feel capable of influencing decisions in working as a team, facilitate critical organizational behaviors (Edmondson, 1999). Scholars (Singh et al., 2013) argued that diversity climate increases the level of psychological safety, in turn leading to higher employee performance, particularly for racial minorities. ...
... However, the positive impact will be largely determined by the role of company leaders and their team managers. Whether leaders and managers can engage in supportive leadership behaviors, foster bonds between team members, and utilize organizational practices that build psychological safety in the organization or not.Apart from directly and strongly influencing performance at the individual(Singh et al., 2013) and team(Schaubroeck et al., 2011) levels, psychological safety can influence performance indirectly through learning behavior in individuals(Li et al., 2009;Li et al., 2012;) and teams(Brueller et al., 2011;Edmondson, 1999;Kostopoulos et al., 2011;Hirak et al., 2012). Beyond performance, there is increasing evidence of a link between employees' perceptions of psychological safety in organizations and their creativity(Kark et al., 2009; Carmeli et al., 2010;).Palanski et al., (2011) also found a positive relationship between employees' perceptions of team psychological safety and creative thinking and risktaking. ...
Psychological safety plays a crucial role in enhancing strategic management processes and outcomes. Psychological safety encourages open and honest communication among team members and leaders. When individuals feel safe to share diverse perspectives, it fosters the generation of innovative ideas, facilitates effective decision-making, and improves problem-solving capabilities within strategic management teams. Psychological safety cultivates a supportive and inclusive work environment. It encourages active participation and collaboration among team members, resulting in increased trust, stronger team cohesion, and improved overall team performance. Organizations can enhance their strategic management practices and ultimately achieve sustainable competitive advantage by creating an environment that promotes open communication, inclusivity, risk-taking, and employee well-being. Understanding and prioritizing psychological safety within the strategic management framework is crucial for organizations aiming to thrive in an increasingly complex and uncertain business landscape.
... Perceived institutional empowerment provides vital environmental cues that organizational institutions allow and encourage employee to actively engage in decision-making. Singh et al. (2013) found that supportive organizational practices are instrumental in shaping employees' psychological safety. Therefore, perceived institutional empowerment, as a subjective evaluation of organizational practices, not only decreases employees' psychological concerns (e.g., being punished or excluded) but also increases their willingness to take risks. ...
The present study aims to expand the existing research by uncovering the overlooked role of situational factors in shaping employee perceived shared leadership. To further advance this field of research, our study introduces a novel situational phenomenon called perceived institutional empowerment. Based on social information processing theory and adaptive leadership theory, we assume that perceived institutional empowerment may have a positive impact on perceived shared leadership via a chain mediating mechanism of perceived organizational support (POS) and psychological safety. Using a sample of 302 participants from a large Chinese service company, the hypotheses were successfully validated. Theoretical and practical implications are discussed in our study.
... They also become better at learning from failure (Carmeli & Gittell, 2009). Some field research indicates that psychological safety has particular benefits for minority groups (Singh et al., 2013). ...
Poor interpersonal dynamics can hinder collaboration, but engineering educators have failed to address this problem. Short interactive exercises may ameliorate such problems. We introduced an introductory lecture and interactive exercises into engineering classes to evaluate their effects on interpersonal outcomes in student dyads. Two large-sample quantitative studies and one small qualitative study were
conducted (N = 227) to evaluate the exercises. Although the qualitative results (Study 2) indicated mixed effects, we found no evidence in the large-sample studies that the intervention improved any outcomes. The results suggest that cohesion and similar factors are enhanced through collaboration, and short exercises do not cause any further enhancement. Intensive long-term interventions may be necessary to produce stronger effects than acquaintance.
... Research has empirically shown that leader inclusiveness (Bienefeld & Grote, 2014;Carmeli et al., 2010), support (May et al., 2004), trustworthiness (Madjar & Ortiz-Walters, 2009), openness (Detert & Burris, 2007) and behavioral integrity (Palanski & Vogelgesang, 2011) have a strong influence on employees perceived psychological safety, which in turn drives employee outcomes such as job performance and engagement, voice behaviors, and involvement in creative work (Newman et al., 2017). Other research has revealed how supportive organizational practices and interpersonal networking, such as access to mentoring (Chen et al., 2014) and diversity practices (Singh et al., 2013), can influence levels of psychological safety and ultimately contribute to work performance. The current study built on SDT and COR theories, integrating intrinsic mindfulness and extrinsic regulations (employee involvement practices and COVID-19 lockdown practices) to construct an M-EI model (see Figure 1) to explore the mechanism of predicting psychological safety. ...
Drawing on self-determination theory (SDT) (Deci & Ryan, 2000, 2008a, 2008b, 1985; Ryan & Deci, 2000, 2017, 2019; Ryan et al., 2019, 2021) and conservation of resources (COR) theory (Hobfoll, 1989, 2004, 2011), this study constructed an mindfulness employee involvement (M-EI) model to explore the mechanism of enhancing psychological safety (Edmondson, 1999; Edmondson & Lei, 2014; Dekker & Edmondson, 2022) by leveraging mindfulness (Baer et al., 2006; Hou et al., 2014; Kudesia, 2019) and employee involvement practices (Lawler, 1994; Riordan et al., 2005; Wood, 2020). Specifically, the study explored whether an organization or individuals are responsible for making people feel safe, as well as how COVID-19 lockdown practices could impact the above-mentioned mechanism. A quantitative survey was conducted and analysed via structural equation modelling. The regression results supported both a positive, direct correlation between mindfulness and psychological safety and an indirect correlation via employee involvement moderated (i.e., made less positive) by COVID-19 lockdown practices. Considering the uniqueness of Chinese culture, the Five Facet Mindfulness Questionnaire (FFMQ) 18 with a better model fit was constructed as the measurement for mindfulness. It is important to leverage both intrinsic and extrinsic factors to enhance psychological safety levels, allowing better mental health, accumulated intrinsic motivation, and greater autonomy at work for sustainable growth.
... Carmeli and Zisu (2009) in a study of a large healthcare organization, found that perceived organizational support and trust in the organization were predictive of psychological safety. Singh et al. (2013) found that diversity practices in an organization was related to diversity climate and psychological safety. ...
The Cambridge Handbook of Creativity and Emotions provides a state-of-the-art review of research on the role of emotions in creativity. This volume presents the insights and perspectives of sixty creativity scholars from thirteen countries who span multiple disciplines, including developmental, social, and personality psychology; industrial and organizational psychology; neuroscience; education; art therapy, and sociology. It discusses affective processes – emotion states, traits, and emotion abilities – in relation to the creative process, person, and product, as well as two major contexts for expression of creativity: school, and work. It is a go-to source for scholars who need to enhance their understanding of a specific topic relating to creativity and emotion, and it provides students and researchers with a comprehensive introduction to creativity and emotion broadly.
... Workforce diversity refers to differences based on any characteristics (e.g., age, gender, race, educational and functional backgrounds) on which employees differ or perceive themselves to be different from other co-workers (Guillaume et al., 2017). Although people first may relate workforce diversity to racial diversity (i.e., employees who have different nationalities and racial backgrounds) (Singh et al., 2013), diversity researchers have highlighted that diversity has more attributions and actually is very common in the current workplace (Guillaume et al., 2017;Chen et al., 2021;Wang, 2022). For example, nowadays, workplace diversity becomes more age-diverse (e.g., younger generation vs. old generation), gender-diverse (e.g., more females in the C-suite), and functional-diverse (e.g., employees with different functional roles work together for attaining shared goals). ...
The workforce has become more diverse than it used to be. Although organizations actively capitalize on workforce diversity to enhance team innovation and organizational performance, it is found that workforce diversity also has potential risks, among which interpersonal conflict is the most salient one. However, we still know relatively less about why workforce diversity may link to higher interpersonal conflict and, more importantly, how to mitigate the negative impact of workforce diversity. Based on the workplace diversity theories (e.g., the categorization-elaboration model), this study examined how workforce diversity was positively related to interpersonal conflict through impacting one’s affective states, and to what extent this indirect effect can be weakened by organization-initiated practices (i.e., the inclusive human resources management (HRM) practices) and employee-initiated behaviors (i.e., employee learning-oriented behaviors). Using two-wave surveys from 203 employees from various organizations in China, we confirmed our hypotheses. Our results showed that perceived workforce diversity was positively related to interpersonal conflict through increasing negative affect (after we controlled for the objective diversity level calculated by the Blau index), and this indirect effect was weakened when the levels of inclusive HRM practices and employee learning-oriented behaviors were high. Our study suggests that it is important for organizations to be aware of the detrimental impact of workforce diversity. In addition, it is essential to use both the top-down (e.g., inclusive HRM practices) and bottom-up (e.g., employee learning-oriented behaviors) approaches to managing the challenges presented by diversity so as to unlock more potential of diversity in the workplace.
... While previous studies focus on organizational climate as a more comprehensive construct for managing diversity, current studies have focused on a more particular diversity climate and climate for inclusion. Individual inclusion is defined by an employee's opinion of the organization's fair procedures and an appreciation of the individual's uniqueness and belongingness (Jaiswal et al., 2019;Singh et al., 2013). Although creating an environment conducive to inclusion is primarily an organizational effort, individual inclusion is defined by an employee's opinion of the organization's fair procedures and appreciation of the employees (Boone et al., 2009;Simons et al., 1999). ...
The study investigates the impact of perceived diversity and organizational justice on employee well-being, mediating the role of inclusion from the perspective of the Board of Revenue Sindh. The data is gathered from 213 respondents, which are employees working in the public sector in Pakistan. Purposive random sampling was employed for data collection. The data is collected by floating the questionnaires. Four hypotheses were drawn from the literature. The SPSS software is used to test the hypotheses. The finding suggests that perceived diversity has an insignificant negative impact on employee well-being. However, organizational justice has a significant positive impact on employee well-being. Inclusion is mediating the relationship between the dependent and independent variables. It is recommended that several other factors can affect employee well-being in the public sector; further research can be conducted by considering the same. The practical implication is that the current study helps the management of the public sector to make effective decision-making in favor of employee well-being. The employee performance will be improved, and the public will be served at best in the end.
... To date, few studies have empirically investigated the role of psychological safety as a moderator of the diversityperformance association. Singh, Winkel & Selvarajan [36] found that employee performance was higher among members of diverse teams that also exhibited high psychological safety. However, this study was contained to one organization and only considered racial diversity. ...
Team diversity can be seen as a double-edged sword. It brings additional cognitive resources to teams at the risk of increased conflict. Few studies have investigated how different types of diversity impact Agile software teams. This study views diversity through the lens of the categorization-elaboration model (CEM). We investigated how diversity in gender, age, role, and cultural background impacts team effectiveness and conflict, and how these associations are moderated by psychological safety. Our sample consisted of 1,118 participants from 161 teams and was analyzed with Covariance-Based Structural Equation Modeling (CB-SEM). We found a positive effect of age diversity on team effectiveness and gender diversity on relational conflict. Psychological safety contributed directly to effective teamwork and less conflict but did not moderate the diversity-effectiveness link. While our results are consistent with the CEM theory for age and gender diversity, other types of diversity did not yield similar results. We discuss several reasons for this, including curvilinear effects, moderators such as task interdependence, or the presence of a diversity mindset. With this paper, we argue that a dichotomous nature of diversity is oversimplified. Indeed, it is a complex relationship where context plays a pivotal role. A deeper understanding of diversity through the lens of theories such as the CEM may lead to more effective teamwork.
... This distinction is important given that the research is mixed on whether diversity improves team or organizational performance (Mannix & Neale, 2005;Van Knippenberg & Schippers, 2007). Others note that organizational context and group processes impact whether positive outcomes are realized from diversity (Kochan et al., 2003;Singh, Winkel & Selvarajan, 2013). Examining this research further, a number of articles have highlighted the idea that diversity on its own will not improve teams or organizations (Holvino, Ferdman & Merrill-Sands, 2004;Nishii & Mayer, 2009;Thomas & Ely, 1996) it must be coupled with inclusive practices. ...
While robust conceptualizations of Islamic leadership are covered in Islamic studies and the humanities, its nascence within Business and Management and the Social Sciences presents both arguments and opportunities for further investigation. In response, this paper explores the notion of balanced leadership. We aim to fill a gap in knowledge through delineating Islamic perspectives: first, delving into the origins of balance within the Western and Eastern traditions; second, examining how such concepts are understood within the field of psychology; and third, exploring the notion of balance within the field of management by going through character-centered leadership theories. Finally, a conceptualized Islamic perspective on balanced leadership is presented in detail.
... This distinction is important given that the research is mixed on whether diversity improves team or organizational performance (Mannix & Neale, 2005;Van Knippenberg & Schippers, 2007). Others note that organizational context and group processes impact whether positive outcomes are realized from diversity (Kochan et al., 2003;Singh, Winkel & Selvarajan, 2013). Examining this research further, a number of articles have highlighted the idea that diversity on its own will not improve teams or organizations (Holvino, Ferdman & Merrill-Sands, 2004;Nishii & Mayer, 2009;Thomas & Ely, 1996) it must be coupled with inclusive practices. ...
Despite continuous public interest in leadership studies as well as the abundance of extant literature, the world continues to face leadership predicaments. Given the global crises mankind has been recently exposed to, which include the financial crisis of 2008 as well as the COVID-19 pandemic, further exploration of leadership concepts seems warranted.
This edited book aims at introducing the concept of Balanced Leadership from an Islamic perspective. Drawing on both leadership and Islamic studies, the book synchronizes between secular and religious knowledge domains whilst introducing the notion of balance to mainstream leadership literature.
The conceptualizations presented in the book serve to dissect the leadership literature, present historical and philosophical accounts of the balanced leadership concept and infuse that with Islamic theology. The book is useful for practitioners interested in leadership studies as well as scholars and researchers aiming at extending the leadership literature.
Unprecedented in compiling scholarship on the balanced leadership topic especially from an Islamic perspective.
Tackles the notion of Islamic Balanced Leadership from several perspectives.
... In order to respond to these challenges of the complexity, mixture manifestations of diversity findings in reviews of research, many researchers have promoted elaborating possible contingency factors to clarify the connection between within-unit diversity and the unit-level outcome (Van Knippenberg, et al., 2007;Kearney, et al.,2009). Furthermore, factors moderating the relationship between work group diverse and work outcomes, eg, diversity beliefs (Meyer & Schermuly, 2012), national variety (Ayub & Jehn, 2014); organizational identities (Few & Joshi, 2013); shared objectives (van Knippenberg et al., 2011); diversity climates (Lauring & Selmer, 2011); psychological safety (Singh et al., 2013), and etc. have the potential to substantially contribute to the effective management of workforce diversity. ...
... We highlight how cisgender influences the relationship between followers' perceptions of a leader's diversity values and their psychological safety. Moreover, while prior studies suggest that psychological safety influences follower outcomes like voice behavior (Detert & Burris, 2007;Liang et al., 2012), learning (Liu et al., 2014), and performance (Singh et al., 2013), our empirical inquiry sheds light on its impact on actual turnover. This is a notable contribution because extant research has predominantly examined psychological safety's effect on turnover intentions at the team level (Chandrasekaran & Mishra, 2012;Smith, 2006), which only partially accounts for variance in actual turnover behavior (Griffeth et al., 2000). ...
An extensive body of research has shed light on the structural challenges and stereotypic barriers that lead female leaders to exit their organizations. However, we know little about the factors that mitigate these exits. In this study, we advance the literature by examining how the chief executive officers (CEO's) diversity-valuing behavior relates to female executives' likelihood of turnover. We integrate insights from the literature on gender inclusive leadership, turnover, and psychological safety to propose psychological safety as a key underlying mechanism for this outcome. We test and find support for our theory and hypotheses using a unique data set that combines primary survey data and archival data on turnover for a sample of 365 male and female executives from large U.S. public firms. Our findings show that CEO diversity-valuing behavior is associated with psychological safety for female executives and that psychological safety, in turn, mediates the effect on female executive turnover. We do not find these effects in men. Our study contributes to the literature on gender diversity and female leadership by shifting the conversation from discussing barriers constraining women's longevity to how CEOs enable female executives' retention through diversity-valuing behaviors. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
... The social identity theory (Tajfel and Turner 1986) also argues that a sense of belonging to a group gives a person a strong sense of well-being. Furthermore, the moderating effect of cultural stressors is reinforced by Singh et al. (2013) who revealed that a positive organizational context (e.g. diverse culture) significantly contributes to employees' work and mental health performance. ...
Exposure to various stressors has resulted in a significant problem of mental health among the construction workforce. A culturally intolerant environment may aggravate mental ill health in a multicultural workplace. However, an underlying structural issue that has not been sufficiently addressed to date is the influence the crucial personal characteristics and environmental stressors have on mental health in the multicultural construction environment. This study aims to examine the role of personal characteristics and environmental stressors in construction workers’ mental health in the multicultural environment. Data were collected using an online questionnaire survey from 252 construction workers in Australia. The structural equation modelling (SEM) technique with partial least-squares estimation (PLS) was adopted to analyze the data. Results showed that workers’ mental health is not only influenced by stressors related to the work environment, but also by individual traits. Increased levels of cultural stressors tend to aggravate the adverse effect of work stressors on mental health. Work stressors are more likely to cause mental ill health for the individuals characterized by a higher level of aggressive, competitive, ambiguous, and impulsive personalities; whilst cultural stressors are less likely to cause mental ill health for those individuals. This research offers an innovative perspective on the relationships between crucial person-environment factors and mental health, and informs the practice of work health and safety in the multicultural construction workplace.
... Psychological safety refers to the feeling of security and confidence a person experiences when exposed to the external environment (Kahn, 1990). It reflects an individual's emotional state and feeling about the level of safety and protection from negative consequences (Singh et al., 2013). Newman et al. (2017) systematically reviewed 83 papers from 1990 to 2015 in psychology and organizational management. ...
Purpose
COVID-19 and its measures such as physical distancing have shifted consumer payment behaviors toward cashless payment. Physical distancing is likely to remain a norm for some time to come and will be relevant in any future pandemics. This study aims to examine the impact of consumers’ perceived value of cashless payment on their use intention in the physical distancing context, with the mediating role of psychological safety and the moderating role of trust propensity.
Design/methodology/approach
This study used a survey method to obtain data from 690 consumers in an Asian emerging market, i.e. Vietnam. The data were analyzed using different statistical methods, including structural equation modeling.
Findings
Results show that perceived value of cashless payment positively affects use intention, and this effect is mediated by psychological safety. Furthermore, trust propensity has a positive moderating effect on the link between perceived value and psychological safety.
Practical implications
This study’s findings provide implications for retailers and other stakeholders in implementing and promoting cashless payment systems, especially in the physical distancing context.
Originality/value
This study is among the first attempt to explain the relationships between consumers’ perceptions, feelings of psychological safety and use intention toward cashless payment in the physical distancing context. The study’s findings may also be relevant to any future pandemics.
... However, through their moral and benevolent leadership style, paternalistic leaders create an environment where employees are free from risk, intimidation, and uncertainty and engage in extraordinary work such as organizational citizenship behavior (Chou et al., 2005). Research suggests that PL enhances employee PS, further strengthening employees' ability to voice their ideas (Singh et al., 2013). Erkutlu & Chafra (2016) collected data from the hospitality sector and found a positive relationship between PS and benevolent leadership. ...
Leadership is a paramount factor in enhancing employee innovation and creativity. This study aims to test the impact of paternalistic leadership (PL) on employees' innovative work behavior (IWB) and to check the mediating role of employee Psychological Safety (PS). This study has employed a convenience sampling technique to collect data through questionnaires from 317 employees working in the Textile and IT industries. This research uses Partial Least Square Structural equation modeling (PLS-SEM). Findings suggest that psychological safety was positively related to innovative work behavior and psychological safety mediated this link. This study is among very few studies that have tested the paternalistic leadership style in the innovative context of Pakistan. Practitioners' significant contribution is knowing that paternalistic leadership will enhance employee innovative work behavior through psychological safety. Moreover, data from the textile and software industries also increased the relevance and originality of this study.
... In other (medical) professions, different support programs on all tiers were used and stated as effective. This includes recruiting a large group of minorities (94,95), creating a safe and antiracist work environment (96), training staff to recognize unconscious bias and exclude discriminatory behavior (97)(98)(99), and using DEI to create workplace targets as well as embracing it as a part of organizational strategy (100). Improving diversity starts with the selection and admission to veterinary schools to change gradually the demographics of the profession. ...
Mental well-being (MWB) and diversity, equity, and inclusiveness (DEI) continue to be critical within the veterinary profession but there is less information regarding how professional associations around the world tackle these issues. A mixed-method study including an international online survey in English ( n = 137 responses via snowball sampling), fourteen interviews, and two webinars was used to identify the availability and impact of MWB and DEI support programs for veterinarians. Survey results showed that more veterinary organizations designated MWB and DEI challenges (54%, n = 43/79 and 58%, n = 45/78, respectively) as a key priority area than veterinary clinics (26%, n = 15/57 and 33%, n = 19/57, respectively). Whereas, MWB support programs were available in a moderate number of mainly English-speaking countries, DEI support programs were available in only a few countries and focused primarily on specific groups, with an unknown impact due to their recent implementation. Universally, survey respondents believed activities for specific groups, such as MWB webinars, training, and awareness campaigns, as well as MWB/DEI helplines and DEI peer-to-peer support programs had a high impact (median 3.5–4/5) yet were underemployed by both veterinary organization and veterinary clinics. Further feedback from respondents during focused interviews indicated that requiring initial and continuing training as well as tailored group activities would be most beneficial to improve MWB/DEI throughout the veterinary professional career. There are many areas of the intersection between MWB and DEI that remain to be elucidated in the future studies. Having a sufficient sample size, improving accessibility, and addressing varying cultural perceptions are the main challenges, as seen in our study. To truly address MWB and DEI disparities, change is also needed in veterinary workplace culture and environment. In conclusion, raising awareness for an inclusive profession, including increasing openness and acceptance to enhance DEI and destigmatizing MWB challenges, is needed to ensure a thriving, modern veterinary profession.
... Diversity climates are defined as "employees' perceptions regarding the extent to which an organization values and integrates diversity and supports it through fair employment practices" (Singh et al 2013, p. 243). Organizations can signal their commitment to diversity by increasing minority representation at senior organizational levels (Singh et al, 2013), by highlighting the successes and achievements of international employees, and by training home employees to recognise the difficulties that international employees face in unfamiliar cultural contexts (Li et al, 2019). ...
National status has been found to influence how people are perceived in multinational teams. Team members from an international background are often perceived as less competent than those from the local context. Studies mainly focus on language differences to explain this phenomenon, but in this study, we offer a different theoretical explanation. We propose that national status can affect psychological safety and its development within teams, which in turn affects verbal behavior and competence ratings. To test this notion, we examine differences in psychological safety growth, verbal behavior and competence ratings among home country nationals based in the United Kingdom (UK) and international members of newly formed multinational teams. In a sample of 519 team members (101 teams), results showed that internationals, compared to home country nationals, have lower initial psychological safety, as well as slower development in psychological safety over time. Furthermore, the relationship between national status and competence ratings was partially mediated by psychological safety growth and verbal behavior. These results were fully replicated on a separate sample of 538 team members (90 teams) in a second study using an identical research design. However, exploratory analyses indicated that the pattern of findings were not consistent across team members from Africa, Asia, and Europe. The psychological safety of home nationals only started and grew more quickly than that of Asians, while only African and Asian team members spoke less and were rated as less competent. Together these results have implications for managers of newly formed multinational teams.
... On the other hand, there is also evidence for performance-increasing effects of diversity because it can improve creativity and innovation through the team members' more significant variety of perspectives (Roberge & Van Dick, 2010). A study of Singh, Winkel & Selvarajan (2013) showed that the relationship between diversity climate and employee performance was mediated by psychological safety. The social psychology literature proposes that reducing the prominence of in-group-out-group distinctions is necessary in order to facilitate positive effects as an outcome of diversity (Brewer & Gaertner, 2004). ...
The purpose of this research is to better understand how CEOs perceive their responsibility for establishing psychological safety in the management team.
The study investigates CEOs’ belief and self-perception of their responsibility for establishing psychological safety in their local and specific constructed realities. The social phenomenon of psychological safety is a product of meaning-making activities of the CEOs who have been interviewed. It uses a qualitative research approach with structured face-to-face interviews so that congruence between words and emotions can be observed. This, to test better how personal beliefs, experiences and values, influence the attitude and perception of the CEO toward the mentioned responsibility, relate to one another.
The results of this study indicate that CEOs have a positive attitude toward psychological safety and their responsibility for establishing this. The CEOs’ perception is predominantly influenced by personality, personal values and experiences. The results also indicate that psychological safety has become a hygiene factor for CEOs, in this case meaning that its absence has a higher negative impact than the positive impact of its presence. The current societal context may provide a fertile ground for psychological safety, but psychological safety only partially mediates the needs of society. The outcomes indicate also that the establishment of psychological safety depends on boundary conditions that could hinder the actual behaviour of the CEO in this respect, regardless of a positive perception.
Keywords: Psychological Safety, CEO, Belief System, Personal Experiences, Behaviour, Boundary Conditions
... Organizations have many norms and core values but one of them is employee's retention [81]. Organization identification has been associated with employees of the organization; therefore, they stay with organization [82]. Strong identification with an organization means that employees feel that the organization is part of them and are psychologically linked with the organization. ...
The aim of this paper was to investigate the relationship between corporate social responsibility (CSR), organizational commitment, and organizational identification with turnover intentions. This paper also explains the mediating relationship between organizational commitment and organizational identification with the corporate social responsibility and turnover intentions. The data were gathered from banking professionals working in different banks in Pakistan. The participants were recruited through convenient sampling; in total, three hundred participants were involved in this study. The resulting data were analyzed, and the conclusions were drawn through regression and correlation analysis using the SPSS Software. The findings of this study show that corporate social responsibility plays a significant role in determining the organizational commitment and organizational identification of internal stakeholders and employees in financial institutions. This study will be help organizations determine their social responsibility and all the benefits that they can receive through the implementation of CSR practices.
... Intersectional approaches to psychological safety seem warranted given that members of sexual minority groups often are exposed to more harassment and feel less psychologically safe (Silverschanz et al., 2007). Feeling psychologically safe is essential for voicing experiences of mistreatment (Walumbwa and Schaubroeck, 2009;Singh et al., 2013). Indeed, employees who feel psychologically safe are more likely to report institutional misconduct such as sexual harassment, unfair treatment or other unethical incidents (Walker et al., 2019;Edmondson, 2020). ...
Despite policy efforts targeted at making universities more inclusive and equitable, academia is still rife with harassment and bullying, and opportunities are far from equal for everyone. The present preregistered survey research (N = 91) aimed to explore whether an intersectional approach can be useful to examine the tangible effects of policy ineffectiveness, even when legislative and ideologic constraints limit the possibility to conduct a full-fledged intersectional analysis. Policy ineffectiveness was operationalized as experiences of harassment, discrimination, institutional resistance to gender equality, and retaliation against reporters of misconduct in universities. Policy ineffectiveness was negatively related to women academics’ inclination to pursue an academic career. This relationship was mediated by lower levels of psychological safety associated with policy ineffectiveness. Importantly, women academics who differ from the majority on multiple dimensions show a stronger and more negative relationship between policy ineffectiveness and psychological safety. The study further shows that self-report measures are useful to uncover intersectional privilege afforded to overrepresented groups in academia. The study discusses the benefits of intersectional approaches for designing and implementing effective policies to tackle harassment and inequality in academia, even when the available methodologies are constrained by legislation and ideology. Overall, self-report measurement can have an important function for signalling areas that warrant further intersectional inquiry to ensure that policies serve everyone.
... Linkages between the reduction in role identity threat and individual performance, organizational commitment, and OCB could then be explored to further knowledge of how feeling safe to express role identities relates to important work outcomes. For instance, increased psychological safety has been linked increased OCB and extrarole behaviors for people of color in the workplace (Singh, Winkel, & Selvarajan, 2013). Future work may benefit from examining if organizational language can be used to reduce role identity threat for sexual minorities, perhaps through increasing psychological safety, and the potential influence on extrarole behavior. ...
Role theories examine how individual behavior is shaped by prevailing social roles and provide insights into how behavior is perceived by others in light of such roles. Current movements for police reform as well as the landmark decision by the U.S. Supreme Court concerning the employment rights of LGBTQIA individuals have brought conversations concerning roles and their potential impact to the forefront of public discourse. Academic perspectives in management research have aided in building knowledge concerning how roles impact individuals and organizations in a variety of research domains, including entrepreneurship, human resource management, organizational behavior, and strategic management. While the utilization of role theory has gained tremendous momentum over the past two decades, its central tenets are often blurred given that several related but unique perspectives surrounding roles exist in the literature. We trace the origins and development of specific role theories by defining central constructs to bring clarity to the conceptual ambiguities between various role theories and key concepts. Next, we provide an integrative review of empirical role research in management journals over the past 20 years. Here, we identify the five most prominent research themes in the management literature: roles and identity, work–nonwork interface, biases and stereotypes, career life cycles, and ethics and other-oriented behavior. Finally, we provide an agenda for future research that highlights missed opportunities in management research that draws from the key themes identified in our review.
... The currently applied HRM practices, such as Employee Assistance Programs and mental health training, do not offer a sufficient solution to address the most fundamental issue, which is the systematic stigmatization of individuals with mental health issues (Follmer & Jones, 2018;Hennekam et al., 2021aHennekam et al., , 2021b. Deeply ingrained attitudes by managers and colleagues against employees with these challenges prevent organizations from creating a cultural shift to a genuinely inclusive and psychologically safe workplace, which is crucial for improving and sustaining performance outcomes (e.g., Quinane et al., 2021;Singh et al., 2013). Alternative strategies are urgently needed to change outdated and ineffective organizational approaches to the management of mental health. ...
Employees’ mental health issues present significant challenges for organizations globally. Despite various human resource management (HRM) interventions, systemic stigmatization of people with mental health challenges endures. We propose drawing on an innovative HRM practice in the mental health sector, by introducing designated lived experience (LE) roles into organizations to achieve cultural shifts that benefit the entire workforce. A sector-wide survey was conducted across the mental health sector within an Australian state. A whole-workforce approach was taken by seeking perspectives from employees in both LE roles and traditional roles. Complete responses were obtained from 327 participants (116 in LE roles and 211 in traditional roles). Results showed that across the entire workforce, top leader commitment to LE roles led to more clarity about LE roles, resulting in improved individual outcomes of authentic self-expression, and organizational outcomes of service delivery. LE role clarity was particularly important in organizational contexts where social integration of LE roles was low. Our study puts lived experience at the forefront of HRM scholarly debate, highlighting how employing LE roles can achieve better performance, diversity and inclusion outcomes especially for those with mental health challenges, and support the development of more healthy and inclusive organizations.
Örgütlerde kararsızlık üzerine yapılmış çalışma sayısı son yıllarda gittikçe artmaya başlamış olmakla birlikte, özdeşleşme kararsızlığına odaklanan araştırmaların halen sınırlı sayıda olduğu görülmektedir. Literatürdeki bu boşluğu doldurmak amacıyla, bu çalışmada kararsız özdeşleşmenin proaktif iş davranışlarına etkisi ve psikolojik rahatlığın bu ilişkideki aracı rolü incelenmiştir. Araştırma hipotezlerini test etmek amacıyla, Türkiye’de çalışmakta olan 452 akademisyenden anket yöntemi ile veri toplanmış olup, analiz sonuçları kararsız özdeşleşmenin proaktif iş davranışlarını negatif etkilediğini ve psikolojik rahatlığın iki değişken arasındaki ilişkide aracılık rolü oynadığını göstermiştir.
Research supports the notion that diversity climate (employees' perceptions of the extent to which fairness and elimination of discrimination are promoted within the work unit) can help the unit attain benefits—rather than detriments—from workforce diversity. However, the diversity climate literature rests substantially on a questionable assumption—that all unit members perceive the environment uniformly—which fails to account for the potential of individuals' distinct experiences in units. We introduce a new typology of diversity climates to address how individual and subgroup perceptions develop and aggregate to reflect an overall climate. This framework calls attention to specious diversity climates, in which a homogeneous population of employees agrees in their perceptions of a supportive diversity climate despite exclusion and/or otherwise unfair treatment of marginalized members. We explore the emergence process of each distinct climate type, explicating how perceptions aggregate to form a unit diversity climate that falls into one of five categories (i.e., genuinely supportive, speciously supportive, moderate/unsupportive, multimodal, or fragmented). We conclude with implications for theory and managerial practice.
Purpose:
Psychological safety (PS) is the belief that the environment is safe for risk taking. Available data point to a lack of PS in medical education. Based on literature in other fields, PS in clinical learning environments (CLEs) could support trainee well-being, belonging, and learning. However, the literature on PS in medical education has not been broadly assessed.
Materials and methods:
In 2020, authors searched PubMed, Web of Science, CINAHL, Scopus, ERIC, PsycInfo, and JSTOR for articles published prior to January 2020. Authors screened all search results for eligibility using specific criteria. Data were extracted and thematic analysis performed.
Results:
Fifty-two articles met criteria. The majority focused on graduate medical education (45%), and 42% of studies took place within a CLE. Articles addressed organizational and team level constructs (58%), with fewer descriptions of specific behaviors of team members that promote or hinder safety. The impacts of safe environments for trainees and patients are areas in need of more exploration.
Discussion:
Future research should focus on defining specific organizational and interpersonal leader behaviors that promote PS, seek to understand how PS is determined by individual trainees, and measure the impact of PS on learners, learning, and patient care outcomes.
Purpose
Many workers with disabilities face cultures of exclusion in the workplace, which can affect their participation in decisions, workplace engagement, job attitudes and performance. The authors explore a key indicator of engagement—perceptions of organizational citizenship behavior (OCB)—as it relates to disability and other marginalized identities in the workplace.
Design/methodology/approach
Using an online survey, legal professionals answered questions about their workplace experiences. Ordinary least squares (OLS) multivariate regression analysis with progressive adjustment was used to investigate the effect of demographic and organizational factors on perceptions of OCB.
Findings
The authors find that employees with disabilities have lower perceptions of OCB, both before and after controlling for other personal and job variables. The disability gap is cut nearly in half, however, when controlling for workplace culture measures of co-worker support and the presence of an effective diversity, equity and inclusion (DEI) policy. Disability does not appear to interact with gender, race/ethnicity and LGBTQ + status in affecting perceptions of OCB.
Originality/value
The results point to the workplace barriers faced by people with disabilities that affect their perceptions of engagement, and the potential for supportive cultures to change these perceptions.
This study draws on four longitudinal case studies of transgender individuals with an ethnic minority background that undergo a gender transition while being in employment in the Netherlands. Four individuals were each interviewed four times over a period of 2 years. They were asked to make sense of their experience using a narrative approach. Using an intersectional lens, the findings reveal that non‐White transgender individuals experience intersectional invisibility and intersectional hypervisibility in a dynamic and ongoing way, which influences their experiences and concurrently fosters and hinders their gender expression as they go through a gender transition while being in employment. More specifically, we build on the literature on managing (in)visibility by showing how transgender individuals with an ethnic minority background manage their (in)visibility in a dynamic and sometimes strategic way in which they reflect on the perceived consequences of their (in)visibility and then adjust their gender expression and/or strategy to elicit more positive outcomes for themselves. Practical and theoretical implications as well as suggestions to enhance our understanding of this understudied population at work and create a more inclusive work environment are presented.
Artificial intelligence (AI) is present everywhere in the lives of individuals. Unfortunately, several cases of discrimination by AI systems have already been reported. Scholars have warned on risks of AI reproducing existing inequalities or even amplifying them. To tackle these risks and promote responsible AI, many ethics guidelines for AI have emerged recently, including diversity , equity, and inclusion (DEI) principles and practices. However, little is known about the DEI content of these guidelines , and to what extent they meet the most relevant accumulated knowledge from DEI literature. We performed a semi-systematic literature review of the AI guidelines regarding DEI stakes and analyzed 46 guidelines published from 2015 to today. We fleshed out the 14 DEI principles and the 18 DEI practices recommended underlying these 46 guidelines. We found that the guidelines mostly encourage one of the DEI management paradigms, namely fairness, justice, and nondis-crimination, in a limited compliance approach. We found that narrow technical practices are favored over holistic ones. Finally, we conclude that recommended practices for implementing DEI principles in AI should include actions aimed at directly influencing AI actors' behaviors and awareness of DEI risks, rather than just stating intentions and programs. ARTICLE HISTORY
This Element reviews the evidence for three workplace conditions that matter for improving quality and safety in healthcare: staffing; psychological safety, teamwork, and speaking up; and staff health and well-being at work. The authors propose that these are environmental prerequisites for improvement. They examine the relationship between staff numbers and skills in delivering care and the attainment of quality of care and the ability to improve it. They present evidence for the importance of psychological safety, teamwork, and speaking up, noting that these are interrelated and critical for healthcare improvement. They present evidence of associations between staff well-being at work and patient outcomes. Finally, they suggest healthcare improvement should be embedded into the day-to-day work of frontline staff; adequate time and resources must be provided, with quality as the mainstay of professionals' work. Every day at every level, the working context must support the question 'how could we do this better?' This title is also available as Open Access on Cambridge Core.
Performing arts computing environments have received little attention in the educational sphere; yet, they offer opportunities for learners to validate their efforts, ideas, and skills through showcasing their work in a public-facing performance. In this work, we explore an out-of-school dance and computing educational program run by the organization, STEM From Dance. The organizational mission is to create an equitable learning experience for young women of color to engage with computing while exposing them to STEM careers. Through an analysis of eleven interviews with youth participants, instructors, and the executive director, we examine how the social, cultural, and political dimensions of the learning environment facilitate identity work in computing and dance. Our findings point to three primary activities used by the organization to promote equity: (1) providing psychological safety through a supportive community environment, (2) meaningfully engaging with learners’ social and cultural context through creative work with constructionist artifacts, and (3) actively promoting identity work as women of color in computing and STEM through both artifact work and community events. Applying the constructs of identity and psychological safety we explore the tensions and synergies of designing for equity in this performing arts and computing learning environment. We demonstrate how the seemingly contradictory elements of a high-stakes performance within a novice learning environment provides unique opportunities for supporting young women of color in computing, making them non-negotiable in the organization’s efforts to promote equity and inclusion. Our work illustrates how attending closely to the sociocultural dimensions in a constructionist learning environment provides lenses for navigating equity, identity work, and support for inclusive computing.
z: Bu çalışmanın amacı otel işletmelerinin İnsan Kaynakları Yönetimi (İKY) uygulamalarının, çalışanlarının kuruma olan güvenlerine ve psikolojik rahatlıklarına etkisini tespit etmek ve İKY uygulamalarına yönelik adalet algısı ile psikolojik rahatlık ilişkisinde kuruma duyulan güvenin aracılık rolünün var olup olmadığını tespit etmektir. Araştırmanın hipotezleri, TR1 bölgesi içinde yer alan Malatya, Elâzığ, Tunceli ve Bingöl illerinde faaliyet gösteren dört ve beş yıldızlı otel işletmelerinde çalışan 330 kişiden toplanan veriler üzerinde test edilmiştir. Araştırma 2018 yılında Ocak-Eylül ayları arasında toplanan veriler neticesinde gerçekleştirilmiştir. Araştırma sonucunda, otel çalışanlarının İKY uygulamaları kaynaklı adalet algısının, kurumsal güven ve psikolojik rahatlık üzerinde orta düzeyde pozitif yönlü etkilerinin olduğu tespit edilmiştir. Elde edilen bulgularda işletmeler, çalışanların dolayısıyla kurumlarının performanslarını artırmak istiyorlarsa öncelikli olarak insan kaynakları uygulamalarında adil olmaları gerekmektedir. İnsan kaynakları uygulamalarının "adaletli" olarak algılanması başta kuruma güven olmak üzere birçok olumlu tutum ve davranış için öncül oluşturur. Ayrıca, kuruma duyulan güvenin, İKY uygulamaları ve psikolojik rahatlık arasındaki ilişkide aracılık rolüne sahip olduğu belirlenmiştir. Abstract: The aim of this study is to determine the effect of Human Resources Management (HRM) practices of hotel businesses on the trust and psychological comfort of their employees and to determine whether there is a mediating role of trust in the institution in the relationship between the perception of justice and psychological comfort towards HRM practices. The hypotheses of the research were tested on the data collected from 330 people working in four-and five-star hotels operating in Malatya, Elazig, Tunceli and Bingol provinces in the TR1 region. The research was carried out as a result of the data collected between January and September in 2018. As a result of the research, it was determined that the hotel employees' perception of justice stemming from HRM practices had moderate positive effects on corporate trust and psychological comfort. According to the findings, if businesses want to increase the performance of their employees, and therefore their institutions, they should primarily be fair in their human resources practices. The perception of human resources practices as "fair" creates a premise for many positive attitudes and behaviors, especially trust in the institution. In addition, it was
Since its renaissance in the 1990s, psychological safety research has flourished—a boom motivated by recognition of the challenge of navigating uncertainty and change. Today, its theoretical and practical significance is amplified by the increasingly complex and interdependent nature of the work in organizations. Conceptual and empirical research on psychological safety—a state of reduced interpersonal risk—is thus timely, relevant, and extensive. In this article, we review contemporary psychological safety research by describing its various content areas, assessing what has been learned in recent years, and suggesting directions for future research. We identify four dominant themes relating to psychological safety: getting things done, learning behaviors, improving the work experience, and leadership. Overall, psychological safety plays important roles in enabling organizations to learn and perform in dynamic environments, becoming particularly relevant in a world altered by a global pandemic.
Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 10 is January 2023. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.
Purpose
The formal reporting of disability to an employing organization is inconsistent and likely an underestimate of the true numbers of workers with disabilities and the presence of various types of disabilities. This issue interferes with an organization's count of such workers, as well as efforts to set priorities and develop practices to support workers with disabilities. The authors argue that creating inclusive work environments not only improves worker well-being (as suggested in past research) but also improves their reactions to the process of formal reporting of disability in the workplace.
Design/methodology/approach
A sample of 160 working adults in the United States who reported disabilities or health conditions that may qualify as disabilities under the Americans with Disabilities Act (1990, as amended in 2008) completed a survey that measured perceptions of the workplace environment and reactions to a frequently used disability disclosure form.
Findings
When controlling for age of respondents, anticipated disability stigma and inclusion in the workplace predicted different reactions to a disability disclosure request. Anticipated stigma was associated with more negative emotion, concerns about privacy and others' reactions to their responses on the disclosure form. Inclusion in the workplace was associated with higher ratings for appropriateness of the measure, positive emotion and less negative emotion.
Originality/value
Although research has identified associations between workplace inclusion and general worker experiences, such as job satisfaction and intentions to quit, this work uncovers a benefit of inclusion to required measurement processes in organizations. The unique contributions of inclusion and implications for workplace practices are discussed.
Purpose
Drawing on conservation of resources theory, this study explores the relationships of decent work (DW) with in-role performance (IRP) and organizational citizenship behavior toward the organization (OCBO) by focusing on the mediating role of career satisfaction (CS) and the moderating role of supervisor ostracism (SO).
Design/methodology/approach
Hypotheses were tested using latent moderated structural equations method with two-wave data from 376 employees in a South China industrial park.
Findings
DW is positively associated both directly and indirectly, via the mediation of CS, with IRP and OCBO; the positive relationship between DW and CS is negatively moderated by SO.
Practical implications
The findings show that employee performance can be improved by implementing discernible DW activities that foster CS, but that this effect can be weakened by SO. It is, therefore, critical to create a DW environment for employees and lessen the incidence of SO in the organization.
Originality/value
This research enriches the literature by addressing the previously unexplored relationship between DW and employee performance by focusing on the mediating role of CS and the moderating role of SO.
Communication is human life itself. Because of the information technologies we have nowadays, the communication process is adoptively complex and getting even more complex at an accelerated pace. Understanding how we can make communication better is the key to the individual and organizational well-being, which leaders should prioritize to perform and produce good outcomes and impacts in the society. This chapter tries to introduce social workers to some of the strategies leaders can use for organizational and individual development. After discussing theoretical aspects, Liberating Structures will be introduced as a very practical toolset. I have the experience of working with community social workers in the community of Japan, and my work has been related to the empowerment of social workers’ skills to better communicate with community members and other professionals and often among peers and staff members. Based on my experience, I showcase examples of Liberating Structures’ practical usages.
Employee work engagement is an asset valued by today’s organisations, not only as an indicator of well-being at work but also because it improves both employees’ work performance and organisational performance. Knowing how employee work engagement can be fostered in the firm is therefore a subject of great interest to both academics and managers, but few studies have examined how organisational interventions positively affect employee work engagement. In this research, we focus on the relevance of organisations’ human resource management to promote high levels of engagement among their employees. The theoretical framework guiding our research, Kahn’s (1990 Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724.[Crossref], [Web of Science ®] , [Google Scholar]) model, provides interesting insights into the mechanisms through which human resource management influences employee work engagement. By testing a multilevel model based on matched data from a sample of 146 HR managers and 504 employees in Spanish companies, our analyses show that high performance work systems have a positive influence on work engagement through the employee psychological conditions of meaningfulness, psychological safety and psychological availability.
Physician engagement is often discussed in the medical literature; yet health care research examining this construct has been disjointed and plagued by conceptual ambiguities. Examining validated organizational evidence, we offer 3 key antecedents of work engagement that show promise as resources for medical professionals and health care organizations: psychological safety, organizational justice, and job crafting. In addition, we outline the nomological network of related, yet distinct, concepts, to demonstrate the relationship between engagement, burnout, and job satisfaction. As health care organizations facilitate engagement, they provide an additional avenue to decrease physician burnout, while also positively impacting provider and organizational outcomes.
When race‐related injustices occur in society, organizations can respond by sending supportive signals to prospective and current employees. Using signaling theory (Spence, 1973), the current study examines the outcomes associated with organizations' public declarations of support for the Black community following race‐related mega‐threats (Leigh & Melwani, 2019). In Study 1, prospective employees evaluated a specific organization (Ben & Jerry's) that publicly supported the Black community following race‐related mega‐threats. Those who perceived higher levels of organizational support for diversity and inclusion (POSDI) reported higher organizational attraction (OA). Study 2 described a fictitious organization that responded to race‐related mega‐threats by messaging support for either Black Lives Matter (BLM), Blue Lives Matter, All Lives Matter, or no social movement. Prospective employees perceived higher levels of POSDI when the company issued a statement in support of BLM (relative to the other movements), which in turn was associated with higher OA. Study 3 focused on current employees and examined how POSDI influences financial outcomes in real Fortune 500 companies. Organizations that issued statements publicly supporting the Black community following a race‐related mega‐threat received higher POSDI ratings by employees, which predicted increased organizational revenue, even after controlling for revenue prior to making the statements. In sum, organizations that signal public support for the Black community in the wake of a race‐related mega‐threat not only increase prospective employees' POSDI, but may also boost OA and, ultimately, financial revenue.
The aim of this study is to examine how faculty perceptions of the diversity climate affect faculty extra role satisfaction with their academic performance. The results indicate that the diversity climate of respect among faculty is positively related to their extra effort and going above and beyond for students. As well, that the effects of both student perceptions of the diversity climate of respect and student perceptions of faculty extra role behaviors on their satisfaction with academic performance are not only significant but connected. We also investigate the moderating effect of student race on that relationship. This study finds that student race and ethnicity play a role on how the diversity climate of respect affects their satisfaction with their academic performance.
In social psychology, we need to establish a general theory of the self, which can attend to both macro and micro processes, and which avoids the redundancies of separate theories on different aspects of the self. For this purpose, we present core components of identity theory and social identity theory and argue that although differences exist between the two theories, they are more differences in emphasis than in kind, and that linking the two theories can establish a more fully integrated view of the self. The core components we examine include the different bases of identity (category/group or role) in each of the theories, identity salience and the activation of identities as discussed in the theories, and the cognitive and motivational processes that emerge from identities based on category/group and on role. By examining the self through the lens of both identity theory and social identity theory, we see how, in combination, they can move us toward a general theory of the self.
Climate has been viewed as a function of: (a) the organization's structure; (b) the organization's membership; and (c) more recently the memberships' efforts to understand the organization. The third view-interactionism-has been offered as a reconciliation of the objectivism of the first and the subjectivism of the second. The interactionist approach is extended here by a consideration of the roles of the workgroup, affect, corporate culture, symbolic management, and physical setting.
This study enhances our understanding of the complex relationship between diversity and employee retention. The study found that positive perceptions of an organization's “diversity climate” were related to decreased turnover intentions and found support for the proposition that calculative attachment mediated this relationship. In addition, the study considered potential interactions with diversity climate perceptions in predicting calculative attachment and found support for satisfaction with pay as a moderator, but not supervisor effectiveness. Finally, the study determined that the benefits of a positive diversity climate may extend to all employees, including White men. ©2011 Wiley Periodicals, Inc.
Research on unraveling the complex effects of workplace demography has grown exponentially in the past two decades, reflecting enduring academic interest in the topic. This research spans multiple macro and micro theoretical domains and has examined demography effects at individual, group, or firm levels of analysis. However, past research in this area has revealed equivocal and inconclusive findings. Based on a review of more than two decades of research, the authors present the argument that future developments in this research will occur not in isolation at a specific level of analysis but rather at the interstices of multiple levels. The authors offer a framework for future research that bridges macro and micro domains as a way to resolve past discrepant findings in this area of research.
Census statistics highlight the increasing diversity of the populace in the United States. However, minority-group Americans continue to be under-represented in professional occupations. Six propositions for low minority-group professional presence in US organizations are that under-representation is due to leader racial insensitivity, discrimination, the (small) pipeline of minority-group professional employees, (un)equal opportunity theory, rational person economic theory, and low organizational diversity strategic priority. We describe and explore these six arguments with related empirical tests. Results indicated that leader-rated importance of cultural change, above and beyond leader racial awareness, influenced representation. The more specific strategies of diversity recruitment and provision of performance feedback also predicted minority-group representation, while diversity as an organizational strategic priority did not. We discuss the implications of these findings and present directions for future research.
Accumulated empirical evidence, some telling criticisms, and even the most cursory glance at the business press compel us to rethink the defining character of organizational citizenship behavior (OCB). It no longer seems fruitful to regard OCB as extra-role, beyond the job, or unrewarded by the formal system. A more tenable position is one that defines OCB much along the lines of what Borman and Motowidlo (1993) called contextual performance. Some preliminary suggestions are offered for the repositioning and articulation of the OCB construct as redefined; due attention is given to the problems that nonetheless remain, and will occupy us for some time to come as we reckon with root changes in the very character of organizations.
This chapter focuses on one particular aspect of authoritativeness: voluntary compliance with the decisions of authorities. Social psychologists have long distinguished between obedience that is the result of coercion, and obedience that is the result of internal attitudes. Opinions describe “reward power” and “coercive power”, in which obedience is contingent on positive and negative outcomes, and distinguish both of these types of power from legitimate power, in which obedience flows from judgments about the legitimacy of the authority. Legitimate power depends on people taking the obligation on themselves to obey and voluntarily follow the decisions made by authorities. The chapter also focuses on legitimacy because it is important to recognize, that legitimacy is not the only attitudinal factor influencing effectiveness. It is also influenced by other cognitions about the authority, most notably judgments of his or her expertise with respect to the problem at hand. The willingness of group members to accept a leader's directives is only helpful when the leader knows what directives to issue.
This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.
Increasing globalization has made the use and management of language a vital element of engaging in international business activities. Despite this fact, empirical surveys with many respondents examining language management are extremely rare. Another equally important issue related to internationalization is how to develop and support an environment that is tolerant of the diversity which exists in multicultural organizations. Based on questionnaire responses from 489 members of academic multicultural departments, we examined the relation between the management of a common language and a positive diversity climate. Results showed that consistency in English management communication had strong positive relationships with all of the four investigated diversity climate variables; openness to linguistic, visible, value, and informational diversity. English communication consistency had a positive association with openness to value and informational diversity. Since there is no similar study on international language management with so many respondents, the findings may be of considerable theoretical and practical importance. Implications of these findings are discussed in detail.
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.
A measure of a wide array of employee activities on the job was completed by employees' supervisors at two points in time; employees reported their own job satisfaction via the Job Descriptive Index. Implications of relationships much higher than typically found in the job satisfaction-performance literature are discussed. Apparently the dust has settled over what once was a controversial issue: the satisfaction-performance linkage. Organizational psychologists (Lawler & Porter, 1967) generally endorse the view that any covariance between job satisfaction and job performance emerges only when satisfaction results from performance-contingent rewards. Any notion that satisfaction "causes") performance is regarded as naive folk wisdom, not supportable by the empirical record. Organ (1977) has cautioned that such a position might prematurely reject something of value in lay psychology that endorsed the satisfactioncauses-performance proposition. He suggested that a clue to the possible reconcilability between the phenomenology of countless practitioners and the noncorroborating empirical record might lie in the meaning of "performance.'" Defined narrowly as quantity of output or quality of craftsmanship-as perhaps operationalized in most of the formal research addressed to this issue-performance does not consistently or appreciably follow from satisfaction in a direct functional relationship. But there are 1An earlier version of this paper was presented at the 42nd National Academy of Management meetings, New York, 1982.
It is now accepted wisdom that a major challenge facing managers in the next century will be an increasingly diverse workforce. But what conclusions can be drawn from the research on demography and diversity about meeting this challenge? Is there, as some researchers suggest, a "value in diversity", or, as suggested by others, does diversity make group functioning more difficult? The purpose of this paper is to provide a systematic review of the literature on organizational demography and diversity as it applies to work groups and organizations. We review over 80 studies relevant for understanding the effects of demography as it applies to management and organizations. Based on this review, we summarize what the empirical evidence is for the effects of diversity and suggest areas for further research.
The literature on identification in organizations is surprisingly diverse and large. This article reviews the literature in terms of four fundamental questions. First, under “What is identification?,” it outlines a continuum from narrow to broad formulations and differentiates situated identification from deep identification and organizational identification from organizational commitment. Second, in answer to “Why does identification matter?,” it discusses individual and organizational outcomes as well as several links to mainstream organizational behavior topics. Third, regarding “How does identification occur?,” it describes a process model that involves cycles of sensebreaking and sensegiving, enacting identity and sensemaking, and constructing identity narratives. Finally, under “One or many?,” it discusses team, workgroup, and subunit; relational; occupational and career identifications; and how multiple identifications may conflict, converge, and combine.
It is argued that (a) social identification is a perception of oneness with a group of persons; (b) social identification stems from the categorization of individuals, the distinctiveness and prestige of the group, the salience of outgroups, and the factors that traditionally are associated with group formation; and (c) social identification leads to activities that are congruent with the identity, support for institutions that embody the identity, stereotypical perceptions of self and others, and outcomes that traditionally are associated with group formation, and it reinforces the antecedents of identification. This perspective is applied to organizational socialization, role conflict, and intergroup relations.
Although there has been substantial research on perceptions of preference in hiring, there is considerably less focus on perceptions of preference in organizational activities more generally. Researchers seldom assess perceptions of preference for both historically high- and low-status groups and for both one's own group and others. Using a three-wave longitudinal survey of 1,094 employees, the causal direction between perceived preference and satisfaction with management, moderators of that relationship, and whether responses to perceived preference differed by group were examined. On average, groups perceived more outgroup than ingroup preference. The satisfaction to perceived preference causal direction was significantly stronger than the reverse for outgroup preference, suggesting that increased satisfaction with management leads to decreased future perceptions of outgroup preference more so than vice versa. The relationship between satisfaction with management and perceived outgroup preference was moderated by perceived organizational tolerance of discrimination, suggesting that positive diversity climate can alleviate the negative effects of dissatisfaction with management on perceived outgroup preference.
We studied the impact of demographic diversity on individual attachment and firm unit performance in a relatively diverse organization. We implemented cross-level regression to study gender and race/ethnic categorical, relational, and organizational demography in a sample of 26 units part of a regional restaurant chain. At the individual level, we found that diversity climate (DC) moderates the impact of relational and categorical demography on affective organizational commitment, organizational identification, and intention to quit. At the organizational level, we found that DC moderates the impact of organizational diversity on firm productivity and return on profit. We discuss the importance of organizational DC as organizational context on individual attachment, and implications for firm effectiveness in diverse organizations. Copyright © 2007 John Wiley & Sons, Ltd.
The labor force will grow steadily as the population and labor force ages; diversity will continue to increase.
Studies that combine moderation and mediation are prevalent in basic and applied psychology research. Typically, these studies are framed in terms of moderated mediation or mediated moderation, both of which involve similar analytical approaches. Unfortunately, these approaches have important shortcomings that conceal the nature of the moderated and the mediated effects under investigation. This article presents a general analytical framework for combining moderation and mediation that integrates moderated regression analysis and path analysis. This framework clarifies how moderator variables influence the paths that constitute the direct, indirect, and total effects of mediated models. The authors empirically illustrate this framework and give step-by-step instructions for estimation and interpretation. They summarize the advantages of their framework over current approaches, explain how it subsumes moderated mediation and mediated moderation, and describe how it can accommodate additional moderator and mediator variables, curvilinear relationships, and structural equation models with latent variables.
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.
Labor force diversity will continue to increase; as the baby-boom generation gets older, the median age of the labor force will rise to record levels.
This study began with the premise that people can use varying degrees of their selves. physically. cognitively. and emotionally. in work role performances. which has implications for both their work and experi ences. Two qualitative. theory-generating studies of summer camp counselors and members of an architecture firm were conducted to explore the conditions at work in which people personally engage. or express and employ their personal selves. and disengage. or withdraw and defend their personal selves. This article describes and illustrates three psychological conditions-meaningfulness. safety. and availabil ity-and their individual and contextual sources. These psychological conditions are linked to existing theoretical concepts. and directions for future research are described. People occupy roles at work; they are the occupants of the houses that roles provide. These events are relatively well understood; researchers have focused on "role sending" and "receiving" (Katz & Kahn. 1978). role sets (Merton. 1957). role taking and socialization (Van Maanen. 1976), and on how people and their roles shape each other (Graen. 1976). Researchers have given less attention to how people occupy roles to varying degrees-to how fully they are psychologically present during particular moments of role performances. People can use varying degrees of their selves. physically, cognitively, and emotionally. in the roles they perform. even as they main tain the integrity of the boundaries between who they are and the roles they occupy. Presumably, the more people draw on their selves to perform their roles within those boundaries. the more stirring are their performances and the more content they are with the fit of the costumes they don. The research reported here was designed to generate a theoretical frame work within which to understand these "self-in-role" processes and to sug gest directions for future research. My specific concern was the moments in which people bring themselves into or remove themselves from particular task behaviors, My guiding assumption was that people are constantly bring ing in and leaving out various depths of their selves during the course of The guidance and support of David Berg, Richard Hackman, and Seymour Sarason in the research described here are gratefully acknowledged. I also greatly appreciated the personal engagements of this journal's two anonymous reviewers in their roles, as well as the comments on an earlier draft of Tim Hall, Kathy Kram, and Vicky Parker.
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
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 paper develops theory about the conditions under which cultural diversity enhances or detracts from work group functioning. From qualitative research in three culturally diverse organizations, we identified three different perspectives on workforce diversity: the integration-and-learning perspective, the access-and-legitimacy perspective, and the discrimination-and-fairness perspective. The perspective on diversity a work group held influenced how people expressed and managed tensions related to diversity, whether those who had been traditionally underrepresented in the organization felt respected and valued by their colleagues, and how people interpreted the meaning of their racial identity at work. These, in turn, had implications for how well the work group and its members functioned. All three perspectives on diversity had been successful in motivating managers to diversify their staffs, but only the integration-and-learning perspective provided the rationale and guidance needed to achieve sustained benefits from diversity. By identifying the conditions that intervene between the demographic composition of a work group and its functioning, our research helps to explain mixed results on the relationship between cultural diversity and work group outcomes.
Despite burgeoning interest in how groups and organizations learn from failures, little is known about how leader behavior influences these learning processes. We analyzed longitudinal data collected at a large hospital and found that leader inclusiveness was positively associated with members' perceptions of psychological safety at Time 1, and that this relationship was stronger for members in low-performing units. Unit psychological safety climate appeared to facilitate learning from failures within the work unit (Time 2), which was positively associated with subsequent unit performance (Time 3).
Holding environments are interpersonal or group-based relationships that enable self-reliant workers to manage situations that trigger potentially debilitating anxiety. Working from a theoretical framework woven of concepts from developmental and clinical psychology, group dynamics, and organizational behavior, the author describes holding environments, the conditions that facilitate their creation, and the points at which they are vulnerable to failure. He also discusses the group, intergroup, and organizational contexts that shape the extent to which holding environments at work are realistic or desirable.
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.
Because of connections between individual self-esteem and in-group status, it was expected that in-group focus of attention would motivate individual performance in circumstances where high performance would help establish the superiority of the group. Lacking circumstances indicating the importance of individual performance to group status, in-group salience was expected to lead to a general decrease in motivation to perform by providing an unthreatened boost to self-esteem. One study having an in-group salience manipulation, with implied group comparison as a constant, and one study in which both in-group salience and perceived intergroup comparison were manipulated yielded evidence supporting these propositions.
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.
This study addresses the impact of race on the supervisor-subordinate relationship. The purpose is to examine this relationship with minority subordinates reporting to both majority and minority group members. Using the subordinates needs framework identified by Baird and Kram (1983), 5 areas were addressed: supervisory support, developmental opportunities, procedural justice, acceptance or assimilation, and discrimination. The results indicated that African American subordinates with White supervisors experience less supervisory support, developmental opportunities, procedural justice, assimilation, and more discrimination than African American subordinates with African American supervisors.
The article presents a discussion of issues of human resource diversity and diversity climates in organisations and develops a conceptual model of a “positive climate for diversity” (PCFD). This refers to the degree to which there is an organisational climate in which human resource diversity is valued and in which employees’ from diverse backgrounds feel welcomed and included. It presents a model of the indicators of a positive climate for diversity and the outcomes for organisations and individuals of such a climate, especially individual career and organisational attitudes and perceptions. It also presents variables which have a moderating effect in the model. The results of research from both private and public sector organisations, with emphasis on service, indicate that climates for diversity do impact significantly on a range of career and organisational attitudes and perceptions. The research and managerial implications are discussed.
Previous organizational citizenship behavior (OCB) research (a) has not demonstrated that extra-role behaviors can be distinguished empirically from in-role activities, and (b) has not examined the relative contributions of components ofjob satisfaction a nd organizational commitment to the performance of OCBs. Factor analysis of survey data from 127 employees' supervisors supported the distinction between in-role behaviors and two forms of OCBs. Hierarchical regression analysis found two job cognitions variables (intrinsic and extrinsic) to be differentially related to the two types OCBs, but affective variables and organizational commitment were not significant predictors. The link between the present findings and previous research is discussed, as are directions forfuture research.
This chapter attempts to provide empirical support for some of the key predictions of social identity theory. This theory not only describes the psychological processes underlying the desire to establish positive social identity, it also identifies antecedent conditions to the use of different options to improve one's status position. On the basis of the theoretical statements provided by social identity theory, a research programme, designed to investigate conditions under which group members would be inclined to pursue status improvement individually or as a group, was set up. A theoretical analysis implies that status structures can be characterized with a limited number of variables and that such socio-structural variables are likely to be important determinants of people's preference to display individualist or collectivist behaviour when striving for higher status. The main variables in this respect seem to be: (1) the relative status position of one's group; (2) the permeability of group boundaries; (3) the stability of group status; and (4) the legitimacy of personal status or group status. In a series of experiments, different status structures were simulated, in order to assess the cognitive and behavioural consequences for people operating in these structures. The outcomes of these experiments and their theoretical implications are discussed.
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.
This paper focuses on potential sources of treatment discrimination in organizations. After establishing the existence of mean differences in the performance evaluations of minorities and majorities, several different explanations for these differences were explored. These explanations were arranged on a continuum of severity. The least severe explanation, managerial rating biases, suggests that the performance differences are not true differences but rather, result only from managerial stereotypes, attributions and judgments processes. The other two explanations are more severe since they are assumed to result in true performance differences between minority and majority group members. The first of these is what is called a 'lost opportunities effect' where, drawing upon the literature on tokenism, mentoring and ingroup/outgroup relationships, it is suggested that minorities may gradually develop lower levels of performance because they are given fewer opportunities to develop job-related skills. The final explanation for the observed evaluation differences is labeled self-limiting behavior, where minority group members may voluntarily limit their behavior and learning because of an expectation of failure. Potential remedies for dealing with these performance differences are discussed.
This study investigated 3 broad classes of individual-differences variables (job-search motives, competencies, and constraints) as predictors of job-search intensity among 292 unemployed job seekers. Also assessed was the relationship between job-search intensity and reemployment success in a longitudinal context. Results show significant relationships between the predictors employment commitment, financial hardship, job-search self-efficacy, and motivation control and the outcome job-search intensity. Support was not found for a relationship between perceived job-search constraints and job-search intensity. Motivation control was highlighted as the only lagged predictor of job-search intensity over time for those who were continuously unemployed. Job-search intensity predicted Time 2 reemployment status for the sample as a whole, but not reemployment quality for those who found jobs over the study's duration. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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 1 of 2 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. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Self-determination theory (SDT) differentiates motivation, with autonomous and controlled motivations constituting the key, broad distinction. Research has shown that autonomous motivation predicts persistence and adherence and is advantageous for effective performance, especially on complex or heuristic tasks that involve deep information processing or creativity. Autonomous motivation is also reliably related to psychological health. Considerable research has found interpersonal contexts that facilitate satisfaction of the basic psychological needs for competence, autonomy, and relatedness to enhance autonomous motivation, which comprises intrinsic motivation and well-internalized extrinsic motivation. SDT has been applied in varied cultures and in many life domains, and research is reviewed that has related autonomous and controlled motivation to education, parenting, work, health care, sport, and close relationships. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
We examined how employee perceptions of relational identification with the supervisor and self-efficacy mediate the relationship between transformational leadership and supervisor-rated performance. Performance is used here to refer to the individual's ability to be creative, innovative, inspiring, and take on challenging tasks to achieve organizational goals for the greater good. Using a sample of 426 employees and their 75 immediate supervisors from a large automobile dealership, hierarchical linear modelling results revealed that relational identification with the supervisor mediated the relationship between transformational leadership and self-efficacy, which was then positively related to employee performance. Implications for future research, theory, and practice are discussed.