Does Demographic Dissimilarity Matter for Perceived Inclusion? Evidence From Public Sector Employees

Abstract

This study examines the relationship between individual dissimilarity and perceptions of organizational inclusion. Data from a national survey of public agencies conducted in Florida and Texas show that gender dissimilarity is negatively associated with perceptions of inclusion and the negative relationship is more acute for men than for women. In contrast, tenure dissimilarity is positively related to perceptions of inclusion and this positive association is more acute for those with longer tenure than for those with shorter tenure. These results suggest that the effect of dissimilarity on the perception of inclusion depends on both the observability of individual-level characteristics and the status of the demographic group. In particular, dissimilarity along characteristics that are easily observable (such as gender) is more likely to influence perceptions of inclusion and dissimilarity is more influential for higher status groups (such as men or long-tenured employees).

Multicultural public administration: Effects of language diversity and dissimilarity on public employees' attachment to employment

“…We argue that higher dissimilarity in language increases an individual's inclusion in the group and, thus, raises the level of attachment. In contrast to research on ethnic and gender dissimilarity where individuals' dissimilarity was found to be negatively related to inclusion (Godthelp and Glunk ; Bae et al ), our argument is different. First, language is high in task relevance and, thus, employees feel connected to the organizational unit (Bae et al ).…”

“…In contrast to research on ethnic and gender dissimilarity where individuals' dissimilarity was found to be negatively related to inclusion (Godthelp and Glunk ; Bae et al ), our argument is different. First, language is high in task relevance and, thus, employees feel connected to the organizational unit (Bae et al ). In our Swiss setting, German‐speaking co‐workers value French‐speaking colleagues and afford them a position of uniqueness because additional language skills are welcomed in various situations of daily work‐life in a bilingual administration.…”

“…A majority of the research in public administration focuses on the impact of ethnic diversity on a variety of outcomes, such as performance or employee turnover (Choi ; Pitts ; Pitts and Jarry ; Choi and Rainey ), and on the management of diversity and the implications thereof for ethnic groups (Pitts et al ; Groeneveld ). Recent research shows how relevant relational demography is in the context of employee inclusion in public organizations (Bae et al ). This stream of research deals mainly with the implications of diversity within organizations without an explicit policy focus.…”

Are We Innovative? Increasing Perceptions of Nonprofit Innovation Through Leadership, Inclusion, and Commitment

“…Workplace inclusion has received recent attention for its potential impact on the functioning of nonprofit and public organizations (Bin Bae, Sabharwal, Smith, & Berman, 2016; Mor Barak et al, 2016) and may be an important factor in the leadership-to-innovation relationship. Climate for inclusion has been defined as shared employee perceptions of the extent to which the organization appreciates employees’ individual talents and perspectives and encourages a sense of belonging among all organizational members (Mor Barak, 2015; Nishii, 2013).…”

Perceived environment of ethnic diversity as a determinant of organisational identification in the public sector

“…Diversity management policies are becoming a regular feature of organisational HR policy frameworks. Their intent typically signals an organisational desire to foster harmony between different social groups and engender respect for individual differences, lessen tensions between groups, and bolster disadvantaged minorities (Bae, Sabharwal, Smith, and Berman, 2017;Zanoni and Janssens, 2007). In the context of ethnicity however, equal treatment of diverse groups within the organisation boundaries may differ from dynamics outside the organisation, and so may profoundly challenge an individual's sense of identity within the organisation.…”