Category Archives: Diversity
Come a Little Closer: Community diversity and inclusiveness affect organizational outcomes (IO Psychology)
Topic: Diversity
Publication: Personnel Psychology (Winter 2012)
Article: Crossing the threshold: The spillover of community racial diversity and diversity climate to the workplace
Authors: B. R. Ragins, J. A. Gonzalez, K. Ehrhardt, & R. Singh
Reviewed by: Alexandra Rechlin
Organizations are looking to increase diversity in the workplace, and the United States is becoming more racially diverse as well. But are the racial composition and inclusiveness of the community also important to organizational outcomes? A recent study of accounting professionals in the U.S. indicates that they are.
Belle Ragins and her colleagues found that when White employees lived in a community in which they were racially dissimilar to others, they were more likely to intend to move and therefore leave their jobs. This was not the case for non-Whites. The authors also found that perceived inclusiveness of the diversity climate of their community negatively predicted moving intentions; in other words, the more negative the diversity climate, the more likely an employee was to move away from the community. This effect was stronger for people of color than for Whites. Finally, employees who planned to move were also more likely to search for other jobs and to leave their jobs, and they showed more physical symptoms of stress at work.
These results indicate that community diversity also has an effect on organizational life. Organizations should be interested in the diversity and diversity climate of their communities, so in order to help retain their best employees, they should be more involved with fostering inclusiveness. The authors suggest that organizations can become more involved with community programs and initiatives that increase intergroup interaction and create economic opportunity for everyone, such as programs that help fund minority-owned businesses or provide equal educational opportunities.
human resource management, organizational industrial psychology, organizational management
source for picture: http://www.freedigitalphotos.net/images/Business_People_g201-Multi_Ethnic_Business_Team_p66548.html
Diversity in team training is helpful, but only to minorities (Human Resource Management)
Topic: Diversity
Publication: Journal of Cross-Cultural Psychology (SEP 2010)
Article: Ethnic Diversity as a Multilevel Construct : The Combined Effects of Dissimilarity, Group Diversity, and Societal Status on Learning Performance in Work Groups
Authors: Felix C. Brodbeck, Yves R. F. Guillaume and Nick J. Lee
Reviewed By: Nupur Deshpande
What influence does diversity within a team have on learning performance in work groups? I know you’ve spent many a sleepless night pondering just such a question. At least, you have if you’re a diversity researcher. Team diversity has befuddled researchers with contradictory results – mainly in the apparent improvements team diversity has for some groups and not others. So what’s the deal? It may all come down to a battle of competing theories and multi-level models. In short, it may depend on whether you are looking at individual team members within a group or the group as a single unit (it matters!) Let’s start at the very beginning (a very good place to start).
Why does diversity affect individuals in teams differently? There are three theories to consider here: the Social Categorization Perspective, the Information/Decision Making Perspective, and the Embedded Intergroup Relations Perspective. Let me break it down for you. The Social Categorization Perspective says that the more integrated someone feels in a group, the better s/he will perform and the happier that person will be. Minority team members may feel less integrated in the group and not contribute because of a perceived risk of embarrassment or rejection if shared information is dismissed. The Information/Decision Making Perspective, on the other hand, says that group diversity enhances creativity and learning by exposing people to more ideas, a broader knowledge base, and divergent perspectives and opinions. Finally, The Embedded Intergroup Relations Perspective looks at ethnic diversity as being part of a wider social context. Interactions between diverse groups in the real-world impact the interactions that people have in their groups, especially in terms of the distribution of power and status. In this study, researchers used each theory as a separate layer in their multi-level model (so, individuals, the team, and society). They may not be competing theories at all! Past research might be seeing different results just because they are looking at only one level of a very complex dynamic, all of which is operating in tandem.
And, that’s what the researchers found. At the individual level, individual learning performance was lower for minority students than for White students. Meanwhile, groups with minorities performed better. So, an individual minority member did worse for themselves, but served to improve the group’s performance, particularly if there were big social status differences at play.
So what does this all mean? This research shows that there are positives and negatives in creating a diverse workforce. On the positive side, groups perform better with diverse team members; but, the negative is that it may be unduly harsh for the minority members. All of this rests on the idea that group members feel that they are different from one another. Training in cultural awareness and diversity acceptance may create an environment in which all team members feel valued by the group and, in turn, value the group. Additionally, creating groups in which Whites are not the numerical majority could benefit all group member involved. The gist is: diversity matters!
human resource management, organizational industrial psychology, organizational management
Career success? The differences are Black and White
Topic: Diversity
Publication: Journal of Vocational Behavior (online pre-publication)
Article: Evaluating career success of African American males: It’s what you know and who you are that matters.
Authors: Johnson, C. D. & Eby, L. T.
Reviewed by: Larry Martinez
Little research has specifically examined what makes African American males successful. This research has been done with respect to Caucasian workers, but are the things that are related to success for Caucasians also related to success for African Americans? Are there other things that might be related to success for African Americans in particular that has not been examined with respect to Caucasians? These questions formed the basis of research by Johnson and Eby (in press).
Specifically, these authors examined four broad dimensions of characteristics that might be related to success for African Americans: human capital (e.g., education, work history, training), social capital (e.g., informal networks, professional associations, club memberships), individual differences (e.g., motivation, conscientiousness, ambition), and demographic attributes (e.g., marital status, age, skin tone). In a sample of 247 African American males, these authors found that some characteristics that were related to success in Caucasians were also related for African Americans. Specifically, human capital and demographic attributes were the most related, while social capital and individual differences were much less related.
Are Whites’ Perceptions of Exclusion Driving Their Negative Reaction to Diversity Initiatives?
Topic: Diversity, Human Resources
Publication: Journal of Personality and Social Psychology (MAY 2011)
Article: “What About Me? Perceptions of Exclusion and Whites’ Reactions to
Multiculturalism
Authors: Victoria C. Plaut, Flannery G. Garnett, Laura E. Buffardi, Jeffrey Sanchez-
Burks
Reviewed by: Mary Alice Crowe-Taylor
The support of White Americans is crucial for diversity efforts to be effective. The best model for designing diversity initiatives is the multiculturalism approach. This approach encourages the understanding and acceptance of different cultural backgrounds of employees. It has been shown through research to be more effective than taking a color-blind approach (the other dominant framework). Color-blind programs ask participants to view everyone as the same, and don’t highlight or promote cultural differences.
Herein lies the problem that this research article is exploring: White Americans are more likely to resist diversity initiatives based on multiculturalism versus color-blindness. Why? This research suggests that their lack of support for multiculturalism is due to perceptions of exclusion. How so? There is a basic, psychological need to be included, to belong, and if multiculturalism is perceived as “only for minorities” White Americans feel excluded. This perceived exclusion results in “diversity resistance.”
So how did these researchers reach these conclusions? They conducted five studies in simulated and actual work organizations that showed, first, that White Americans do associate multiculturalism with exclusion. In the second study they found that this association can be weakened by using subtle cuing (re: specifying both: inclusion of all groups; and European Americans in wording of multiculturalism materials). A third study examined the role that self-concept plays in employee reactions to diversity initiatives. The extent to which multiculturalism fit respondents (using a Me/Not Me Self- association measure) was more important than actual group membership in prediction of support for diversity efforts. That is, feeling included was key.
Gender Bending Depends on Friends’ Intentions
Topic: Diversity
Publication: Journal of Vocational Behavior (In press)
Article: Trans-parency in the workplace: How the experiences of transsexual employees can be improved
Authors: Law, C. L., Martinez, L. R., Ruggs, E. N., Hebl, M. R., & Akers, E.
Reviewed by: Larry Martinez
The demographic characteristics of the US workforce have been becoming more and more diverse in the past several decades. In a world where differences are protected and often celebrated, many employees find themselves in close, daily proximity with people they wouldn’t normally hang around with. This can lead to tense or awkward social interactions in an environment where everyone is supposed to be focused on their work. Law and colleagues (in press) examined these sorts of interactions – and how to make them less awkward – in an especially rare sample of diverse employees: transsexuals.
These authors looked at whether transsexual employees tend to disclose their gender identities at work, what predicts whether they do, and whether this disclosure is related to organizational outcomes. They found that transsexuals who worked in organizations that were supportive of transsexual employees, who considered being a transsexual as a central part of their identities, were more accepting of their transsexual status, and who were more “out” to people outside of work were more likely to disclose in the workplace. In addition, disclosure was related to more positive workplace outcomes including higher job satisfaction and organizational commitment.
Perceived similarities make it easier for newbies to adjust. But how?…
Topic: Diversity, Work Environment, Culture, Creativity
Publication: Journal of Vocational Behavior (APR 2011)
Article:Perceived similarity, proactive adjustment, and organizational socialization
Authors: J. D. Kammeyer-Mueller, B. A. Livingston, & H. Liau
Reviewed by: Charleen Maher
Organizational newcomers carry the stress of adjusting to their new jobs, working with new people, and learning the ins and outs of a new organization. Previous research has shown that when organizational newcomers engage in proactive adjustment behaviors (e.g. feedback seeking, relationship building), they are more likely to be committed to their new organizations and are more likely to be accepted by their coworkers.
This study sought to find out if perceived similarity to one’s new work group leads to more proactive adjustment behaviors and, in turn, has an effect on important work outcomes (e.g. creative performance, organizational citizenship behaviors). The authors examined the following aspects of perceived similarity: surface-level (similarity in age, education, race, gender) and deep-level (similar work style). So, what is the relationship between perceived similarity and proactive adjustment behaviors?
Perceived similarity in age, race, gender, and education predicted perceived similarity in work-style. Similarity in age actually decreased the chances that organizational newcomers would engage in proactive feedback seeking. Similarity in education increased the likelihood that newcomers would socialize with coworkers.
Thinking about age in employee engAGEment…
Topic: Job Attitudes, Diversity, Motivation
Publication: Journal of Organizational Behavior (JAN 2011)
Article:Predicting employee engagement in an age-diverse workforce.
Authors: J. B. James, S. McKechnie, & J. Swanberg
Reviewed by: Charleen Maher
A large portion of today’s working population consists of the Baby Boomer population. Although these individuals are becoming eligible for retirement, many remain employed for various reasons. As a result, research has picked up on the importance of examining job attitudes of older workers.
The present article examined differences in employee engagement among five age groups: emerging adults (age 24 and older), settling-in adults (25-39), prime-working years (40-54), approaching retirement (55-65), and retirement eligible (66 and older). Overall, the retirement eligible group reported the highest average engagement while the emerging adults reported the lowest average engagement.
The authors also examined job quality factors as predictors of engagement among each of the age groups. Supervisor support and recognition, schedule satisfaction (having flexibility and autonomy in one’s work schedule), and job clarity were significant predictors of employee engagement for all age groups. Specifically, supervisor support and recognition had the largest effect on employee engagement for the two older groups, approaching retirement and retirement-eligible.
To Satisfy or Maximize? Understanding the Needs of Older Workers
Topic: Diversity, Work Environment
Publication: Journal of Organizational Behavior (JAN 2011)
Article: Profiles of mature job seekers: Connecting needs and desires to work characteristics
Authors: Yoshie Nakai, Boin Chang, Andrea F. Snell, and Chris D. Fluckinger
Reviewer: Kerrin George
With the difficult economy, organizations are facing the retention of an aging workforce that has unique needs, desires, and challenges. In an effort to explain the work characteristics of interest to workers over 40, Nakai and colleagues (2011) examined and identified 3 clusters of workers based on how they evaluated several dimensions that describe why one desire’s work: the Satisficers, the Free agents, and the Maximizers.
Satisficers were demographically younger than the other groups, and this group was composed of more males and married individuals comparatively. These workers are primarily driven by financial security and seek opportunities to earn money as a means to manage family demands. Health benefits and remaining healthy were also a significant concern. Life goals were less important for these workers and they were willing to change industries to meet their demands. The authors suggest that these workers may be more likely to settle and sacrifice other aspects of work.
Free agents were mostly female and unmarried mature workers, who were older than the satisficers. This group favored part-time work and was more motivated by individual goals (i.e. health, learning opportunities, and work satisfaction), perhaps because they have less family or financial obligations (i.e. social security recipients, financial security).
The Business Case: Benefits of Diversity Management Beyond High-Performance Work Systems
Topic: Diversity
Publication: Human Resource Management (NOV/DEC 2010)
Article: The Impact Of Diversity And Equality Management On Firm Performance: Beyond High Performance Work Systems
Authors: C. Armstrong, P. C. Flood, J. P. Guthrie, W. Liu, S. Maccurtain, and T. Mkamwa
Reviewed By: Kerrin George
“What I need is the data, the evidence that diverse groups do better.” Organizations may recognize the consequences of workplace discrimination, but when it comes to diversity management (e.g., practices that emphasize differences among employees as an asset if managed effectively), organizations need more convincing that the benefits will outweigh the costs.
The advantages of high performance work systems (HPWS; i.e., integrated recruitment, selection, performance management, training and development practices) have robust effects on organizational performance beyond individual human resource practices. However, effective diversity management is often considered a primary characteristic of high performing organizations. Armstrong and colleagues (2010) investigated whether diversity and equality management systems (DEMS, e.g., diversity training, ensuring equal pay and promotion across all groups) would have additional benefits for organizational performance. They found support that organizations that used HPWS had increased firm performance; however, those organizations that used DEMS or a combination of both systems demonstrated additional gains, such as increased productivity and innovation, and less voluntary turnover.
Are Muslim Employees Targets of Workplace Discrimination?
Topic: Culture, Diversity
Publication: Personnel Psychology (WINTER 2010)
Article: An experimental field study of interpersonal discrimination toward Muslim job applicants
Authors: E. B. King and A. S. Ahmad
Reviewed By: Kerrin George
A recent New York Times article (Greenhouse, 2010) reported rising discrimination against Muslim employees at work related to the aftermath of the September 11, 2001 tragedy and the friction created over the building of an Islamic Center near the site. Such discrimination ranges from overt attacks (e.g., calling Muslim employees terrorists) to preventing them from wearing religious garb or taking prayer breaks at work. Although explicit religious discrimination in the workplace is illegal under the Civil Rights Act of 1964, the interpersonal experiences of Muslim Americans may still be affected by negative stereotypes of this group as “dangerous”.
In two studies, King and Ahmad (2010) examined how religious discrimination towards Muslim Americans may manifest itself in the job application process, via in-person applications at a retail store and in hypothetical paper-based applications. They compared the experiences of job applicants of different ethnicities dressed in traditional Muslim attire (e.g., hijab, abbaya) or not. While they found that there were no differences in whether these applicants experienced formal discrimination (e.g., recommended for a position, offered an interview, likelihood of being hired), applicants dressed in Muslim attire did experience more interpersonal discrimination (i.e., less helpfulness, less eye contact; or more attempts to end interactions, rudeness, hostility, etc.).
