Managing Diversity: How Organizational Efforts to Support Diversity Moderate the Effects of Perceived Racial Discrimination on Affective Commitment

Abstract

Using the interactional model of cultural diversity, we examined whether the negative effects of perceived racial discrimination on affective commitment can be mitigated by perceived organizational efforts to support diversity. Across 3 studies, we found that perceptions of workplace racial discrimination are negatively related to affective commitment. In 2 out of 3 studies, this negative relationship was attenuated as employees perceived more organizational efforts to support diversity. Studies 1 (mostly Whites) and 2 (mostly Hispanics) showed that organizational efforts to support diversity attenuate the negative effects of perceived racial discrimination on affective commitment. However, in Study 3 (African Americans), results showed that when organizational efforts to support diversity are high, the negative relationship between perceived racial discrimination and affective commitment became stronger. Studies 2 and 3 also extended these results by showing that the interaction of perceived racial discrimination and organizational efforts to support diversity indirectly influences turnover intent.

Organizational Performance Consequences of Age Diversity: Inspecting the Role of Diversity‐Friendly HR Policies and Top Managers’ Negative Age Stereotypes

“…One way to achieve this is for organizations to adopt practices (e.g. trainings, workshops, leadership development programmes) to promote and value diversity as a core focus of the organization (Triana and García, ; Triana et al., ). As Triana and García () explained, such diversity‐friendly HR policies (often also labelled as efforts to support diversity) effectively demonstrate to employees that the organization shows respect and provides equal opportunities for all its members, irrespective of their demographic attributes (e.g.…”

“…Posthuma and Campion, ), and diversity‐friendly policies and practices (e.g. Triana and García, ; Triana et al., ) to create a theoretical framework that explains, based on social‐categorization arguments, how to at least prevent the negative performance consequences of an age‐diverse workforce. Third, beyond theoretical contributions, this research also offers important practical implications by providing companies with recommendations on how to better manage the organizational consequences of an age‐diverse workforce.…”

Dropped in Without a Parachute: Library Managers' Supervision Experiences

“…This sentiment may be exacerbated by the fact that White library staff are more likely than non-White library staff to hold positions of higher rank (certified librarians vs. library assistants) (ALA Office for Research and Statistics, 2012). Given this disparity and these circumstances, several studies have highlighted a particular need to better support librarians of color in leadership roles (Kandiuk, 2014;Kim & Sin, 2008;Triana, Garcia, & Colella, 2010).…”

Modeling Diversity Management Practices in Corporate Ethics: The Spillover Effect

“…Although this component is named 'managing diversity' in the extant literature (e.g., Cox & Blake, 1991;Pitts, 2006;Triana, Garcia, & Colella, 2010), it is re-named 'staffing structures' in this dissertation to minimize possible confusion with the construct of diversity management. This relabeling reflects research that has shown that diversity programs that have personnel responsible for managing diversity see better results from all types of diversity initiatives , thus making the personnel structure an important management function in diversity management.…”