How to Increase the Proportion of Women in Higher-Level Management Positions

How do we increase the proportion of women in higher-level management positions? One strategy organizations take involves implementing work-life practices. The theory is that giving women greater control over their work schedules and reducing the burden of family responsibilities will help women stay in the workforce and perform better, making them more likely to get promotions. In reality, do work-life practices actually help women reach higher levels of management? The researchers (Kalysh, Kulik & Perera, 2016) analyzed data over a twelve-year period from 675 organizations in Australia to find out.


Important News about Employees with Autism Spectrum Disorders

Employees who have autism spectrum disorders (ASD) are entering the workforce in record numbers. Yet, employers and coworkers may not know how to relate to people with this diagnosis, especially considering that people with ASD vary greatly on the extent of their mental and social abilities. This uncertainty can negatively affect the careers of people with ASD, especially as people with ASD are stigmatized or stereotyped. New research (Johnson & Joshi, 2016) conducted a two part investigation of employees with ASD in order to discover some of the factors that may lead to these unfortunate and ineffective workplace outcomes.


Discrimination Can Block Pathways into Organizations

Discrimination in the workplace is unfortunately still a problem that needs a solution. There is inescapable evidence that many types of people experience discrimination at various decision points in a career. For example, selection, salary negotiation, and promotions, are all decision points that provide an opportunity for measurable discrimination to appear. New research (Milkman, Akinola, & Chugh, 2015) focuses instead on career “pathways,” or the process that leads up to obtaining a job. If someone has a clear pathway to a job, they may be more likely to be hired when the selection decision is made. However, a pathway can be blocked with obstacles (such as discrimination) that make it difficult for a person to succeed at a later decision point.


Stereotypes and Employment Discrimination Against Cancer Survivors

Employment discrimination harmfully affects many types of people, and new research indicates that cancer survivors may be among the victims. This is especially troubling, because after a cancer diagnosis, people must overcome many challenging obstacles to enter and remain in remission. Yet, these same individuals may also have a more difficult time obtaining employment. A recent study (Martinez, White, Shapiro, & Hebl, 2016) examined the stereotypes associated with cancer survivors and the workplace-related implications of these stereotypes for both individuals and organizations.


How Childhood Social Class Influences CEO Risk Taking

The American Dream symbolizes the opportunity for individuals from any social class or background to achieve occupational success via a “rags to riches” transformation. In fact, some of the most successful CEOs were born into very humble beginnings, including Howard Schultz (Starbucks), Ursula Burns (Xerox), and Lloyd Blankfein (Goldman Sachs).


Getting Credit for Speaking Up: Sub-Conscious Bias and Employee Voice

Employee voice refers to the feedback provided by employees to improve organizational functioning. You might also think of it simply as “speaking up.” Not only is it critical for organizational improvement and success, but the extent to which employees speak up can affect the way they are evaluated by their managers. In a fair workplace, the employees who speak up the most would get the most credit. However, not all employees are recognized for their input equally.


Diversity Training

Diversity Training: Are All Methods Equal?

Diversity training has an important purpose. As the workplace becomes increasingly diverse, employees are expected to frequently interact with coworkers, customers, and supervisors who are different from them. The nature of the workforce itself is continually changing, characterized by a higher percentage of female employees, racial or ethnic minority employees, and older employees. As a result, human resource managers have prioritized diversity training programs as a way to respond and adapt to the shifting workforce.


Evaluate Leaders

Stigma-by-Association: How Follower Characteristics Influence Evaluation of Leaders

Evaluation of leaders is becoming an increasingly important workplace topic. This is especially so, because some research suggests that racial disparities within the US workforce have increased over the last decade, as some minority groups are greatly underrepresented in positions of management. There may be a number of reasons for this, but new research (Hernandez, Avery, Tonidandel, Hebl, Smith, & McKay, 2015) suggest that one reason could be biased appraisals of leaders (i.e. evaluations of performance, value and competence) that occur due to characteristics of individuals in the group. This means that the racial composition of the leader’s group, influences opinions of that leader’s effectiveness.



Workforce Diversity: Does Diversity Training Improve Creativity?

Workforce diversity has become a major organizational issue for most companies in the 21st century, and with good reason; we’ve come a long way from the mono-cultural workplaces that dominated the business world just a few short decades ago. Organizations of all sizes tell us in corporate press releases and social media posts that, within their company, “Diversity drives innovation and creativity!” However, research tells us that’s not necessarily a given.


Obesity in the Workplace.FB

Obesity in the Workplace: Discrimination Against Employees and Customers in a Retail Setting

Obesity in the workplace continues to be a pressing issue because obesity rates continue to rise across the United States. This creates concerns for the two-thirds of the adult population that can be considered obese or overweight, as well as the organizations that employ them. In addition to the physical consequences of being overweight, heavy individuals may also be the victims of stigmatization and prejudice. Common stereotypes associated with heavy individuals purport that they are less hardworking, less conscientious, and less happy than non-heavy individuals are. Because weight is not a protected class under federal discrimination law, obese individuals may also feel that their weight affects their work experiences through both formal (i.e., overt) and informal (i.e., subtle) discrimination.


Age-Inclusive HR Practices Lead to Improved Organizational Outcomes

Age-Inclusive HR Practices Lead to Improved Organizational Outcomes

Most industrialized countries are facing challenges posed by aging populations. Correspondingly, companies have to manage and engage a more age-diverse workforce than ever before. Sometimes, employees from three or even four different generations may work in the same company. Boehm, Kunze, and Bruch (2014) examined the effects of age-inclusive HR practices on organizational outcomes and found promising results.


Combating Stereotype Threat in the Workplace

Demeaning stereotypes persist in our workplaces. Employees may feel threatened or judged by their bosses or coworkers based on the groups they are part of (i.e. gender, age or ethnic groups). Many employees justifiably feel threatened by these stereotypes.

Interestingly, the stereotyping doesn’t necessarily have to happen in the workplace. For example, the negative stereotype that holds women aren’t as good at math as men plagues female CPAs, despite their obvious expertise in mathematics. In one study, women were asked their gender prior to taking a math test, and then did worse than those who were not asked their gender prior to the test (Shih et al, 1999).


Successful Leadership for Virtual Teams: Strategies to Increase Performance

Successful leadership for virtual teams is becoming an increasingly important issue in the workplace. Due to increasingly sophisticated technologies, organizational globalization and flexible work structures, virtual teams are steadily growing in popularity, and more traditional leadership research may have somewhat limited application.


Diversity Climate Cues in Recruitment: Do They Really Work?

In an increasingly changing and diverse organizational environment, companies obviously try to hire the best individuals.

But in the recruiting process, it is unclear whether diversity climate cues are more likely to attract or deter prospective employees.

In a recent article published in Human Resource Management, researchers examined how diversity climate cues in recruitment lead to particular outcomes, such as intent to pursue the job. Perhaps more importantly, they examined why these cues had the impact that they did.


Diversity Cues on Recruitment Websites: How to Stand Out to Jobseekers

In a complex and competitive business world, many organizations seek to recruit a diverse workforce. This diverse workforce is often sought through the use of the Internet, as most modern day jobseekers turn to company websites to learn about organizations and their opportunities. But with so many websites available to jobseekers, how can an organization present itself online in order to make sure minority individuals remember it?


Getting the Benefits of Age Diversity in the Workplace

Conventional wisdom would tell you that age diversity in the workplace is a bad thing. It can be costly and leads to communication difficulties, as well as value conflicts. However, there are important benefits to an age diverse workforce that can strengthen your organization, provided work is structured in a way that allows creative solutions to business problems.

Why Women and Minorities on the Board of Directors Need Mentors

These days almost everyone agrees on the importance of diversity. When people of different backgrounds and ways of thinking come together with a common goal, they can achieve the unthinkable and make possible the seemingly impossible. While many organizations are taking a bottom-up approach to increasing diversity at their firms, e.g. diversity campus recruiting and new hire mentoring programs, it’s at least as important that they work to promote a culture of diversity among their senior leadership as well.


Workplace Discrimination Against Non-Native Speakers

When employees appear destined for top-level management but are never actually chosen, they are said to suffer from the “glass ceiling effect”. Traditionally, research has documented a glass ceiling effect for women, but other groups are similarly discriminated against. Although research has shown that people speaking with a foreign accent are subject to discrimination, little is known about why this occurs. New research by Huang, Frideger, and Pearce (2013) seeks to explain why.


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.


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).


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).


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
Authors: Victoria C. Plaut, Flannery G. Garnett, Laura E. Buffardi, Jeffrey Sanchez-
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.


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. 


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.


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.


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.  


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. 


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”. 


Who Leads Diverse Teams to Less (More) Conflict?

Topic: Conflict, Diversity, Teams
Publication: Organizational Behavior and Human Decision Processes (JAN 2011)
Article: When team members’ values differ: The moderating role of team leadership
Authors: K.J. Klein, A.P., Knight, J.C. Ziegert, B.C., Lim, and J.L., Saltz
Reviewed By: Benjamin Granger

The necessity of team-based work coupled with an increasingly diverse workforce makes team-based conflict not only possible, but likely.  A key question is what happens in teams when team members differ in their fundamental values.  Since individuals’ values shape their behaviors and beliefs about how others should behave (at work), value diversity among team members can be a bomb just waiting to explode. 


With Age Comes Wisdom…And Better Job Attitudes

Topic: Diversity, Job Attitudes
Publication: Personnel Psychology (AUTUMN 2010)
Article: The relationships of age with job attitudes: A meta-analysis
Authors: T.W.H. Ng and D.C. Feldman
Reviewed By: Benjamin Granger

Today, more than half of the American workforce is between the ages of 40 and 75.  This trend, known as the ageing workforce, has raised a number of important organizational issues of late, including the association between employee age and attitudes about work.  Employees’ job attitudes are particularly important from an organization’s perspective because of their link to engagement and performance on the job.


Customer Satisfaction Surveys: A Measure of Race and Gender. A Measure of Performance? Not So Much

Topic: FairnessDiversityPerformance Appraisal

Publication: Academy of Management Journal

Article: An examination of whether and how racial and gender biases influence customer satisfaction

Authors: D. R. Hekman, K. Aquino, B. P. Owens, T. R. Mitchell, P. Schilpzand, & K. Leavitt

Reviewed By: Katie Bachman

There’s this great line in the 1980 movie, 9 to 5, when Jane Fonda says to Dabney Coleman: “You’re a sexist, egotistical, lying, hypocritical bigot” and he replies: “So I have a few faults; who doesn’t?” Keep that in mind when you think about the Average Joe on the street, filling out a survey. Untrained raters don’t rate accurately—that’s why they need training! Customer satisfaction surveys are the epitome of using untrained raters to measure employee performance.


Walking the “Diversity” Walk > Talking the “Diversity” Talk

Topic: Diversity
Publication: Journal of Business and Psychology (MAR 2010)
Article: Establishing a diversity program is not enough: Exploring the determinants of diversity climate
Authors: A.O. Herdman and A. McMillan-Capehart
Reviewed By: Benjamin Granger

Despite the growing need to recruit, select, and promote employees from diverse backgrounds, if, when and how diversity programs affect organizational-level outcomes is not well understood. One important organizational-level outcome of a diversity program is an organizational climate that values workplace diversity.  According to Herdman and McMillan-Capehart (2010), diversity climate refers to employees’ shared perceptions of the degree to which their organization supports workplace diversity. Indeed, they found that the effectiveness of diversity programs/initiatives, in terms of enhancing diversity climate, depended on the actual racioethnic diversity of the management team and the diversity-related values of management team members.


Should Organizations Implement LGBT-Supportive Policies?

Topic: Diversity
Publication: Industrial and Organizational Psychology: Perspectives on Science and Practice (MAR 2010)
Article: The Social and Economic Imperative of Lesbian, Gay, Bisexual, and Transgendered Supportive Organizational Policies
Authors: E.B. King & J.M. Cortina
Selected commentary authors: Zickar, M.J. and Locke, E.
Reviewed By: Samantha Paustian-Underdahl

While the United States has implemented workplace legislation to protect employees from discrimination based on sex, race, religion and age, there has been no federal legislation enacted to protect employees from discrimination based on their sexual identities. King and Cortina (2010) believe that despite the lack of federal protection for lesbian, gay, bisexual, or transgendered (LGBT) employees, organizations should enact their own LGBT-supportive policies.


Are Female Leaders Judged More Harshly than Male Leaders?

Topic: Leadership, Job Performance, Diversity
Publication: Journal of Applied Social Psychology (APR 2009)
Article: Is Transformational Leadership Always Perceived as Effective? Male Subordinates’ Devaluation of Female Transformational Leaders.
Authors: Ayman, R., Korabik, K., and Morris, S.
Reviewed By: Samantha Paustian-Underdahl

Amongst researchers and practitioners, one of the most popular leadership styles today is transformational leadership. Transformational leaders inspire their subordinates through motivational communication and action. They are generally concerned with promoting personal growth and development in their followers by challenging them to learn new skills and abilities.


Diversity in the Board Room

Topic: Diversity, Organizational Performance
Publication: Journal of Management Studies (JUL 2009)
Article: Demographic Diversity in the Boardroom: Mediators of the Board Diversity–Firm Performance Relationship.
Authors: Miller, T. and Triana, M.
Reviewed By: Samantha Paustian-Underdahl

As more women and racial minorities are making strides in the boardroom, many businesses are beginning to consider the outcomes of board diversity on the financial performance of firms. Most academic research on board diversity has resulted in complex findings – with some researchers seeing a positive relationship between demographic board diversity and firm performance, while other researchers have seen a negative relationship or no relationship at all. Miller and Triana suggest that there are intervening or mediating factors – such as firm innovation and reputation – that need to be examined in order to gain a better understanding of these complex relationships.


Why Women Make the Team…but Leave

Topic: Diversity, Turnover
Publication: Journal of Business Research (NOV 2009)
Article: What causes turnover among women on top management teams?
Authors: H.A. Krishnan
Reviewed By: Benjamin Granger

Although women are underrepresented in upper management, the gender diversity of Top Management Teams (TMTs) is steadily increasing. In fact, research suggests that the increased representation of women on TMTs has a positive impact on organizational performance. However, research has also shown that women on TMTs turnover at a much higher rate than men.


Employee Testimonials on Recruitment Websites: Yea or Nay?

Topic: Diversity, Recruiting
Publication: Journal of Applied Psychology (SEP 2009)
Article: Displaying employee testimonials on recruitment websites: Effects of communication media, employee race, and job seeker race on organizational attraction and information credibility
Authors: H.J. Walker, H.S. Field, W.F. Giles, A.A. Armenakis, & J.B. Bernerth
Reviewed By: Benjamin Granger

Employee testimonials can be found on many organizations’ recruitment websites. Unfortunately, there is relatively little research on how testimonials actually affect job seeker perceptions of the organization. It is assumed that employee testimonials are effective because job applicants prefer the input of other people (who are similar to them) and gives the organization a human persona. But many questions remain to be answered.


Ingredients for a Workplace Diversity Gumbo

Topic: Diversity
Publication: The International Journal of Human Resource Management
Article: The challenge of increasing minority-group professional representation in the United States
Author: E.H. Buttner, K.B. Lowe, L. Billings-Harris
Featured By: Benjamin Granger

Despite the heavy focus on diversity, women and racial minorities are still under-represented in a number of professions requiring advanced degrees (e.g., attorneys, accountants, and university professors are more likely to be white men). For this reason, Buttner and colleagues (2009) surveyed 143 business school deans in the U.S. regarding diversity policies and procedures. Specifically, the authors were interested in uncovering university policies that lead to increased minority-group representation in higher education.


Wanted: Company that is Well-Endowed, Reputable, and Ethical

Topic: Diversity, Recruiting, Staffing
Publication: Journal of Business Ethics
Article: Social desirability response bias, gender, and factors influencing organizational commitment: An international study.
Author: R.A. Bernardi, S.T. Guptill
Featured by: Lit Digger

Given today’s economy, job openings are drying up. However, for those companies that DO have open positions to fill, recruiters may still find it valuable to emphasize the aspects of the company that prospective applicants are looking for. So what are some key factors that job interviewees are seeking from potential employers?


We take two steps forward and two steps back?

Topic: Diversity
Publication: Journal of Applied Psychology
Article: Is the Gap More Than Gender? A Longitudinal Analysis of Gender, Gender Role Orientation, and Earnings.
Author: T.A. Judge, B.A. Livingston
Featured by: Rob Stilson

The purpose of this study was to look at gender, gender role orientation, and earnings.  Participants for this study have been studied to death. They come from the National Longitudinal Survey of Youth (NLSY), which I will let you find out about on your own.  Long story short, these individuals have been assessed four times from 1979 until 2004. For this study, the authors were interested in the participants’ demographics, answers on a gender role orientation scale (5 items) and their occupations.  What we learned from this is rather interesting.


Training Cats & Dogs to Work Together

Topic: Diversity
Publication: Academy of Management
Article: The influence of training focus and trainer characteristics on diversity training effectiveness.
Blogger: LitDigger

More and more organizations today are recognizing the value of having a diverse workforce, which means that many are throwing down the big bucks to support diversity initiatives.



Topic: Diversity
Publication: Journal of Business Ethics
Article: Are men always picked over women. The effects of employment equity directives on selection decisions.
Blogger: LitDigger

OK.  Touchy subject time.  Ever thought about the influence of the company’s employment equity directives?  Research by Ng and Wiesner (2007) shows that such directives may matter – especially if you’re a female applicant. Who dislikes employment equity directives?  Is this because you are in the majority group (ah hem, white, males) and you believe that you could lose out to someone who less qualified because of their demographic background?  Or are you in an underrepresented group at work and feel like people see you in a position, not because of your skills, but because of some demographic group you ‘belong’ to? Whichever side of the coin you are on, let’s smash this right now: employment equity directives don’t lead to less-qualified hires (according to Ng and Wiesner).


Diversity just makes cent$

Topic: Diversity
Publication: Personnel Psychology
Article: Mean racial-ethnic differences in employee sales performance:  The moderating role of diversity climate.
Blogger: Larry Martinez

Having lots of diversity in your organization seems like a generally good business principal; after all, almost every one of the top companies have mission statements that include diversity as one of their overarching goals. Benefits of having a diverse workforce include having access to untapped client-bases, a better corporate image, reduced legal liability, and improved performance, creativity, and problem solving.  But is having a diverse workforce really enough?


Diversity in Space

Topic: Diversity
Publication: Human Resource Management
Article:  Making Space For Everyone at NASA/ Goddard Space Flight Center using dialogue to break through barriers. 
Blogger: Rob Stilson

The Goddard Space Flight Center (GSFC) has been striving to become a more diverse workplace for several years. This article outlines some of the specific initiatives taken by the GSFC.


Diversity in Oz

Topic: Diversity
Publication: Human Resource Management
Article: Making public organizations more inclusive: A case study of the Victoria Police Force.
Blogger: Rob Stilson

In this study, the authors address change strategies implemented in the Victoria Police Force (VPF) of Australia to move the VFP from being somewhat of a good ole’ boys club to being more inclusive of women and minorities.  The VPF had what is known as a male hegemonic culture, which research has shown to have be a barrier to inclusiveness (unless you can chug the beer, put your head on the bat, spin around, and make it to first base without tripping). And the fact that the VPF is a public rather than private sector organization made the change that much more of a challenge since change can be harder to implement in these organizations unless there is significant pressure from outside forces like the public as was the case with this change.


Leadership is in the Eye of the Beholder

Topic: Diversity, Leadership
Publication: Journal of Applied Psychology
Article: The white standard: Racial bias in leader categorization.
Blogger: Katie Bachman

A recent JAP article took on the controversial topic of racism in the upper echelons of business and properly sanitized it into a palatable dinner table discussion.  In a nutshell, the authors examined one possible reason that non-White employees don’t make it into leadership positions.  Their argument revolves around the idea of prototyping—interpreting something based on a predetermined model.