Many of the problems associated with cultural diversity in organizations stem from individuals' tendencies to categorize their social environment into “us” and “them.” We present the results of a field study (N = 1111) showing that diversity climate—an organizational climate characterized by openness toward and appreciation of diversity—may be the key to reducing these problems. The results show that diversity climate is positively related to cultural identity for majority members, and to organizational identity for minority members. In organizations with a strong diversity climate, both majority and minority members identify with the organization and their cultural groups simultaneously, thus displaying a dual identity. Diversity climate is positively related to job‐related outcomes for both groups, but particularly for minority members.

Diversity climate, defined as an organizational climate characterized by openness towards and appreciation of individual differences, has been shown to enhance outcomes in culturally diverse teams. To date, it remains unclear which processes are responsible for these findings. This paper presents two quantitative studies (n = 91; 246) that identify trust and openness in workgroup communication as possible mediators. We replicate earlier findings that perceived diversity climate positively relates to job satisfaction, sense of inclusion, work group identification and knowledge sharing in teams. In study 1, trust is shown to mediate the effects of perceived diversity climate on team members’ sense of inclusion. In study 2, trust mediates the relationship between perceived diversity climate and workgroup identification and openness mediates its relationship with knowledge sharing.

Measuring employee perception on the effects of cultural diversity at work: development of the benefits and threats of diversity scale. Hofhuis, J.; van der Zee, K.I.; Otten, S. Published in:Quality and Quantity DOI:10.1007/s11135-013-9981-7Link to publication Citation for published version (APA):Hofhuis, J., van der Zee, K. I., & Otten, S. (2015). Measuring employee perception on the effects of cultural diversity at work: development of the benefits and threats of diversity scale. Quality and Quantity, 49(1), 177-201. DOI: 10.1007/s11135-013-9981-7 General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. Download date: 11 May 2018Qual Quant (2015) Abstract This paper describes the development and validation of the Benefits and Threats of Diversity Scale (BTDS), an instrument which measures how employees perceive the effects of cultural diversity in the workplace. By analyzing employees' perceptions, organizations may be able to communicate more effectively about diversity, and reduce potential diversity resistance by targeting those employees who feel most threatened by the process of diversification. First, a conceptual framework is established regarding possible positive and negative perceptions regarding cultural diversity in the workplace, based on both existing literature and qualitative data gathered in interviews. The final structure of the BTDS includes five subdimensions of benefits, and four subdimensions of threats. The internal structure, reliability and construct validity of the BTDS are established using quantitative data gathered in existing organizations. Our results also show that the respective dimensions of benefits and threats are mostly independent. This implies that individuals who perceive many benefits of diversity do not perceive less threats, or vice versa. This, in turn, suggests that individuals are not either pro or con diversity, as is often assumed in existing literature, but instead may possess a more nuanced view.

The impact of identities encompassing all human beings (e.g., human and/or global identities) on intergroup relations is complex, with studies showing mostly positive (e.g., less dehumanization), but also negative (e.g., deflected responsibility for harm behavior), effects. However, different labels and measures have been used to examine the effects of these all‐inclusive superordinate identities, without a systematic empirical examination of the extent to which they overlap or differ in their sociopsychological prototypical content. This study examined whether different labels activate the same contents in laypeople's conceptualization. Two hundred and forty‐eight participants openly described one of six labels: “All humans everywhere”; “People all over the world”; “People from different countries around the world”; “Global citizens”; “Citizens of the world”; and “Members of world community.” Results from quantitative content analyses showed that the different labels activated different thematic attributes, representing differences in their core prototypical meaning. We propose that a general distinction should be made between labels that define membership based on human attributes (e.g., biological attributes) and those that evoke attributes characteristic of membership in a global political community (e.g., attitudinal attributes), as their effect on intergroup relations may vary accordingly.

Purpose – Cultural minority employees often display higher rates of voluntary turnover than majority employees, which reduces organizations’ ability to benefit from diversity in the workplace. The purpose of this paper is to identify specific job domains which are responsible for this difference. Design/methodology/approach – Study 1 compares actual turnover motives of voluntarily resigned minority and majority employees, based on seven job domains. Study 2 compares satisfaction with the same domains, and the subsequent relationship with turnover intentions, of remaining employees within the same organization. Findings – The two studies provided consistent results, revealing that minority employees experience more negative social interactions in the workplace, and experience less opportunities for career advancement. Both factors are shown to be more predictive of turnover intentions as well as actual turnover decisions among minority employees. Research limitations/implications – This research makes use of a distinction between several broad job domains, two which are shown to predict turnover of minority employees. Future studies should focus on uncovering more specific factors involved in these two particular domains. Practical implications – Based on the results, the authors advise organizations to pay specific attention to reducing negative social interactions between cultural groups and fostering inclusion, for example, through interventions aimed at intercultural leadership and establishing a strong diversity climate. These activities may also support career advancement of minority employees, but more specific interventions aimed at equality in career perspectives could also help reduce minority turnover. Originality/value – This paper is the first to directly compare turnover motives and predictors of turnover intentions between majority and minority groups in the same organization.