Pro‐diversity practices and perceived insider status

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper is to study the effects of pro-diversity practices on perceived insider status, and explore the moderating role of leader-member exchange in this relationship. The main and interactive effects on PIS are studied for cultural minority and majority groups. Design/methodology/approach -Research hypotheses are tested with a questionnaire administered to 210 employees working in three Canadian organizations engaged in diversity management. Findings -Results indicate that the main and interactive effects of organizational fairness and leader-member exchange on perceived insider status are significant. The interactive effect on perceived insider status is higher for cultural minorities than for other employees.Research limitations/implications -This study shows the importance of perceived insider status in the field of diversity, identifies organizational fairness and leader-member exchange as two significant organizational antecedents to perceived insider status, and describes the mechanisms linking these antecedents to perceived insider status (the interaction effects). Originality/value -The main contribution of the research resides in the identification of perceived insider status as a variable that deserves more attention in the field of diversity. The article invites future research to explore the behavioral consequences of perceived insider status in diverse teams, and to pursue the understanding of mechanisms leading to feelings of inclusion.

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

“…According to the self‐categorisation theory, individuals classify themselves into different categories within an organisation (Turner, ), described as insider and outsider categories (Guerrero, Sylvestre, & Muresanu, ). An important criterion for this categorisation is that the organisation satisfies two needs for individuals, for example, self‐enhancement and uncertainty reduction (Chattopadhyay, George, & Lawrence, ; Turner, ).…”

“…According to the self-categorisation theory, individuals classify themselves into different categories within an organisation (Turner, 1987), described as insider and outsider categories (Guerrero, Sylvestre, & Muresanu, 2013).…”

Leader-member exchanges and psychological contract: testing for interaction effects

“…This makes the LMX theory relevant in explaining the underpinnings of the psychological contract. In accordance with the works of Guerrero et al (2013), the Ugandan setting will gain from LMXs, because when employees perceive a high LMX, they will feel they have a high-quality relationship with their supervisor and regard themselves as being better treated than others in the team, and hence will have improved performance.…”

Promoting perceived insider status of indigenous employees

“…Inclusion is defined as "the degree to which an employee perceives that he or she is an esteemed member of the work group through experiencing treatment that satisfies his or her needs for belongingness and uniqueness" (Shore et al, 2011(Shore et al, , p. 1265. Pro-diversity practices promote bilateral fulfillment of the psychological contract as they are positively related to employee commitment (Downey et al, 2015), as they feel valued and that they work for a responsible employer, concerned of their well-being (Andrews and Ashworth, 2015;Guerrero et al, 2013). It is worth noting that pro-diversity practices are only positively related to PIS if leader-member exchanges are of high quality (Guerrero et al, 2013).…”