Purpose-The purposes of this paper are threefold: first, to examine the effect of diversity climate on professional employee of color outcomes, organizational commitment and turnover intentions; second, to investigate the moderating and mediating roles of interactional and procedural justice on the relationships between diversity climate and the outcomes; and third, to explore the interactive effect of racial awareness and diversity climate on reported psychological contract violation. Design/methodology/approach-The authors conducted a survey of 182 professionals of color. Correlation, factor analysis, and regression were employed to test the hypotheses. Findings-Results indicate that diversity climate affects organizational commitment and turnover intentions. Interactional and procedural justice played mediating roles between diversity climate and employee outcomes. Moderated mediation analysis indicated that for turnover intentions, there was moderated mediation under both low and high procedural justice conditions. When a diversity climate was perceived to be fair, racially aware respondents reported lower levels of psychological contract violation. Research limitations/implications-Professionals of color from one US industry completed the survey, so conclusions about generalizability should be drawn with caution. Data were cross-sectional and single-source. However, the findings were consistent with past research, lending credibility to the results.

Abstract:Census statistics highlight the increasing diversity of the populace in the United States. However, minoritygroup 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.

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