Examining the Draw of Diversity: How Diversity Climate Perceptions Affect Job‐Pursuit Intentions

Abstract

Organizations must target talented applicants, who will often be demographically diverse, to attract the most competent and competitive workforce possible. Despite the bottom‐line implications of attracting the best and brightest, surprisingly little is known about how and why diversity recruitment strategies affect recruitment outcomes (e.g., job‐pursuit intentions). To gain insight into this question, we conducted an initial experimental study (N = 194) to test the premise that other‐group orientation moderates the relationship between perceived organizational value of diversity and job‐pursuit intentions. In a follow‐up experiment (N = 255), identity affirmation was examined as the mediating mechanism for the interaction observed in the first study. Mediated moderation analyses supported the proposed model. Collectively, the studies indicate that job seekers high in other‐group orientation are more intent on pursuing employment with organizations deemed to value diversity because they feel that their salient identities are likely to be affirmed. No such indirect effect is present for those lower in other‐group orientation.

Stereotype Threat in Organizations: Implications for Equity and Performance

“…For instance, when possible, organizations can become diverse and promote their diversity (Murphy et al 2007); they can ensure that the physical environment and job advertisements signal the inclusion and valuing of people from diverse backgrounds (Cheryan et al 2009, Gaucher et al 2011; they can articulate their commitment to diversity and valuing of diverse groups in mission statements and elsewhere (Purdie-Vaughns et al 2008); and they can promulgate and advertise a culture that values growth and improvement, not the identification of who "has it" and who does not (Murphy & Dweck 2010). These steps can lead ethnic minorities and women to anticipate greater belonging in work settings, to trust companies more, to feel less identity threat, and to be more motivated to pursue professional opportunities (Avery et al 2013). Notably, it is essential that companies back up words with deeds.…”

“…The goal of the color-blind philosophy is to unite people in an organizationregardless of their social group membership; it is therefore characterized by messages that emphasize commonalities and similarities between employees (Ely & Thomas 2001). Despite these well-meaning goals, research suggests that Black and Latino individuals often experience colorblind messages as exclusionary attempts to conceal important group differences (Bonilla-Silva 2006, Markus et al 2000, Ryan et al 2007, especially when such messages seem insincere (e.g., if promulgated by an organization that is not diverse; Avery et al 2013, Purdie-Vaughns et al 2008). Thus, color-blind messages can reduce task engagement and undermine cognitive performance among stereotyped individuals (Holoien & Shelton 2012.…”

Diversity Climate in Organizations: Current Wisdom and Domains of Uncertainty

“…Owing to racial-ethnic minorities' and women's relatively lower status and higher reports of discrimination compared to Whites and men (Avery, McKay, & Wilson, 2008;Deitch et al, 2003), respectively, social identity theory is useful for asserting why minorities and women are likely to view supportive diversity climates as means to mitigate bias and mistreatment relative to their respective counterparts. Such organizational efforts should bolster members of disadvantage groups' tendency to identify with firms that foster congenial diversity climates (Avery et al, 2013;Hofhuis et al, 2012). In addition, social identity theory is applicable to explaining in-group/out-group dynamics that underlie intergroup conflict between groups.…”

Infusing African management philosophy into project management

“…These new perspectives and ideas can serve to enhance the value created by an organisation (Avery et al 2013;Cook 2016). However, just because an organisation or a country has recognised the fact that diversity exists does not mean that diversity is respected (Erasmus 2008).…”