Perceived Ingroup and Outgroup Preference: A Longitudinal Causal Investigation

Abstract

Although there has been substantial research on perceptions of preference in hiring, there is considerably less focus on perceptions of preference in organizational activities more generally. Researchers seldom assess perceptions of preference for both historically high-and low-status groups and for both one's own group and others. Using a three-wave longitudinal survey of 1,094 employees, the causal direction between perceived preference and satisfaction with management, moderators of that relationship, and whether responses to perceived preference differed by group were examined. On average, groups perceived more outgroup than ingroup preference. The satisfaction to perceived preference causal direction was significantly stronger than the reverse for outgroup preference, suggesting that increased satisfaction with management leads to decreased future perceptions of outgroup preference more so than vice versa. The relationship between satisfaction with management and perceived outgroup preference was moderated by perceived organizational tolerance of discrimination, suggesting that positive diversity climate can alleviate the negative effects of dissatisfaction with management on perceived outgroup preference.

Managing diversity at work: Does psychological safety hold the key to racial differences in employee performance?

“…Therefore, if organizations can create a supportive diversity climate, racial minorities are more likely to respond with greater perceived psychological safety and performance behaviours. Conversely, for Whites, a positive diversity climate and psychological safety hold less value than for racial minorities (Merritt et al ., ).…”

“…Racial identity theory (RIT) further provides a fine‐grained analysis of the importance racial minorities place on positive organizational contexts (McKay et al ., ; Phinney, ). According to RIT, racial minorities tend to identify more with their race than Whites and react more strongly to discrimination and prejudice at work (Merritt, Ryan, Mack, Leeds, & Schmitt, ). Minority employees may feel more psychologically unsafe in reaction to a diversity climate where they are not included and valued by the organization.…”

Pro‐diversity practices and perceived insider status

“…A key argument explaining the effects of pro-diversity practices on individual and organizational outcomes draws on social identity theory (Tajfel and Turner, 1986): minority groups tend to perceive themselves and be perceived as out-group organizational members because access to key positions and resources in the organization has been historically controlled by majority groups (Merritt et al, 2010). Pro-diversity practices are implemented to foster cultural minorities' feelings of being integrated or included as organizational members, without damaging the in-group status of employees of the majority group.…”

It’s self defense: How perceived discrimination promotes employee withdrawal.

“…Despite the wealth of research investigating relationships between PD and various organizational outcomes, scholars have yet to explore fully physical withdrawal as an outcome of PD. In fact, this relationship has been examined in only a handful of published studies (e.g., Merritt, Ryan, Mack, Leeds, & Schmitt, 2010). A review of these studies has shown that the PD−physical withdrawal effect has been inconsistent.…”