The Ins and Outs of Diversity Management: The Effect of Authenticity on Outsider Perceptions and Insider Behaviors

Abstract

We extend prior work by disentangling the effects of 2 aspects of diversity management—numerical diversity and authenticity of efforts—that may contribute to people's perceptions and behavior. Using a 2 (Demographic Heterogeneity) × 2 (Projected Diversity Image) factorial design, Studies 1 and 2 revealed significant interactions suggesting that both demographic diversity and authentic attention to diversity management are necessary to create a reputation for genuine commitment to diversity that may protect organizations from perceptions of discrimination. The third study examined the effect of diversity management authenticity on insider employee interpersonal behaviors. Study 3 revealed that individuals enacted more interpersonal helping behaviors toward newcomers in more authentic organizations. Together, these studies examine authenticity from both inside and outside the company.

The Participation of People with Disabilities in the Workplace Across the Employment Cycle: Employer Concerns and Research Evidence

“…However, to the extent that the manager or organization is perceived to be proactive or providing assistance above and beyond what is legally required, employees are likely to respond positively. A parallel is found in the broader HR literature; employee attributions about the reasons for certain HR practices, such as the perceived authenticity of diversity initiatives (Smith, Morgan, King, Hebl, & Peddie, 2012), influence employee attitudes and behaviors (Nishii, Lepak, & Schneider, 2008). Thus, after observing how an accommodation greatly benefited a team member with a disability, others might come to interpret these practices as stemming from genuine managerial support for employees rather than mere legal compliance.…”

Do female and ethnically diverse executives endure inequity in the CEO position or do they benefit from their minority status? An empirical examination

“…Our longitudinal design and utilization of archival data also did not permit investigations of behaviors of CEOs or organizational climate factors that may affect outcomes such as compensation and retention. Yet, scholars suggest that behaviors such as influence tactics (Watkins, Smith, and Aquino, ) and authentic attention to diversity (Smith et al ., ) have important implications that open avenues for extending our study. Of particular note is Smith and colleagues' () untested argument that females who use communal tactics will be more effective than those who use agentic tactics.…”

Leader inclusiveness, psychological diversity climate, and helping behaviors

“…As Shore et al's (2011) theoretical framework on inclusion suggests, helping behavior is an important outcome to consider because feeling included facilitates the desire to reciprocate such favorable treatment. Further, inclusion is about respect and cooperation with others, which are reflected in self-reported helping behaviors (Smith et al, 2012). When opting to engage in helping behaviors, individuals look at signals from both their leader and the organization.…”