Valuing Diversity: A Group-Value Approach to Understanding the Importance of Organizational Efforts to Support Diversity

Triana, María del Carmen; García, María Fernanda

doi:10.2139/ssrn.2627368

Cited by 18 publications

(40 citation statements)

References 87 publications

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“…Furthermore, findings indicated that the effect of perceived workplace discrimination on affective organizational commitment was mediated partially by perceived procedural justice, and the procedural justiceÀOCB-O relationship was mediated fully by affective organizational commitment. In sum, Triana and Garcia's (2009) study is notable for showing that supportive diversity climates can mitigate the negative effects of perceived discrimination on worker' perceptions of procedural justice, with facilitative effects on affective organizational commitment, and the performance of extra-role behaviors targeted to benefit the organization.…”

Section: Theory and Findingsmentioning

confidence: 88%

“…The bulk of work on diversity climate has been focused at the individual level of analysis. Termed by some as psychological diversity climate, individual-level diversity climate research has been limited, by and large, to predicting worker attitudes (Buttner, Lowe, & Billings-Harris, 2009ChrobotMason & Aramovich, 2013;Hicks-Clarke & Iles, 2000;Hofhuis, van der Zee, & Otten, 2012;Hopkins, Hopkins, & Mallette, 2001;Kaplan, Wiley, & Maertz, 2011;McKay et al, 2007;Stewart, Volpone, Avery, & McKay, 2011;Volpone, Avery, & McKay, 2012), followed by worker behaviors to a much lesser extent (Avery, McKay, Wilson, & Tonidandel, 2007;Leslie & Gelfand, 2008;Singh, Winkel, & Selvarajan, 2013;Triana & Garcia, 2009). In the following sections, we review studies that are representative of particular schools of thoughts concerning diversity climate, and investigations designed to extend earlier works.…”

Section: Individual-level Studiesmentioning

confidence: 99%

“…This study was noteworthy in that it extended consideration of a wide variety of mediating variables on diversity climateÀoutcome relationships in line with Cox's (1993) original IMCD logic. Triana and Garcia (2009) investigated the effects of perceived workplace discrimination on workers' perceptions of procedural justice (i.e., the extent that employees view organizational procedures as fair), affective organizational commitment, and organizational citizenship behaviors toward the organization (OCB-O). The authors utilized organizational justice theory to assert that worker perceptions they have been discriminating against should diminish their perceptions of procedural justice.…”

Section: Theory and Findingsmentioning

confidence: 99%

“…In fact, only two individual-level studies (Leslie & Gelfand, 2008;Triana & Garcia, 2009) have examined the extent that diversity climate can mitigate the negative outcomes (i.e., filing of internal gender discrimination claims and negative effects of perceived workplace discrimination on procedural justice) faced by people from disadvantaged groups. Owing to the capacity of supportive diversity climates to improve disparaged workers' employment experiences, it seems fruitful to assess how effective, supportive diversity climates might aid in reducing racial-ethnic discrimination Deitch et al, 2003;Schneider, Hitlan, & Radhakrishnan, 2000), gender bias and sexual harassment (Gutek, Cohen, & Tsui, 1996;Willness, Steel, & Lee, 2007), ageism (Redman & Snape, 2006), disability-based discrimination (Colella & Varma, 2001), weight-based discrimination (King et al, 2006;Roehling et al, 2007), heterosexism (Button, 2001;Ragins & Cornwell, 2001), and religious bias (King & Ahmad, 2010;King et al, 2014).…”

Section: Limitations Of Individual-level Studiesmentioning

confidence: 99%

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Diversity Climate in Organizations: Current Wisdom and Domains of Uncertainty

McKay¹,

Avery²

2015

Research in Personnel and Human Resources Management

121

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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. ABSTRACTOver the past decade, the U.S. workforce has become increasingly diverse. In response, scholars and practitioners have sought to uncover ways to leverage this increasing diversity to enhance business performance. To date, research evidence has failed to provide consistent support for the value of diversity to organizational effectiveness. Accordingly, scholars have shifted their attention to diversity management as a means to fully realize the potential benefits of diversity in organizations. The principal aim of this chapter is to review the current wisdom on the study of diversity climate in organizations. Defined as the extent that employees view an organization as utilizing fair personnel practices and socially integrating all personnel into the work environment, diversity climate has been proposed as a catalyst for unlocking the full value of diversity in organizations. During our review, we discuss the existent individual-and aggregate-level research, describe the theoretical foundations of such work, summarize the key research findings and

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Section: Theory and Findingsmentioning

confidence: 88%

Section: Individual-level Studiesmentioning

confidence: 99%

Section: Theory and Findingsmentioning

confidence: 99%

Section: Limitations Of Individual-level Studiesmentioning

confidence: 99%

See 2 more Smart Citations

Diversity Climate in Organizations: Current Wisdom and Domains of Uncertainty

McKay¹,

Avery²

2015

Research in Personnel and Human Resources Management

121

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“…Despite the research inconsistencies, diversity continues to be a practical reality in organizations regardless of beliefs about the nature of diversity (Fieldhouse & Cutts, 2010;Kochan et al, 2003;Triana & García, 2009), suggesting that managing diversity is likely to remain one of the main challenges for HRD managers, diversity management in particular. For these reasons, researchers (Joshi et al, 2011;Mannix & Neale, 2005;Milliken & Martins, 1996;Williams & O'Reilly, 1998) have attempted to improve our understanding of diversity from various perspectives.…”

mentioning

confidence: 99%

An Extended Intervening Process Model

Qin¹,

Smyrnios

Deng

2012

Human Resource Development Review

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The rapid on-going demographic shifts in workplaces present challenges to Human Resource Development (HRD) scholars and practitioners, creating a significant demand for diversity initiatives that help organizations harvest diversity. To address inconsistencies in diversity research results and limitations of current diversity intervening process theories, the authors propose an extended intervening process model (EIPM) from the perspective of how group processes underlie the linkage between diversity and performance. The model predicts both positive and negative effects of diversity depending on the intervening roles of group processes and moderation effects of research contextual factors. While extending the knowledge by incorporating three group processes simultaneously, this conceptualization can be regarded as the first theoretical framework that explains both positive and negative effects of diversity found in one study. Implications of the present framework for future research are discussed.

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Stigmatized‐Identity Cues in Consumer Spaces

2018

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Consumers with stigmatized identities may be especially attentive to organizational cues that signal to them whether or not they are welcomed and valued consumers. These stigmatized‐identity cues can become a part of a company's brand, influencing the attractiveness of the company and consumer loyalty, and allowing consumers to draw inferences about an organization's ideologies and attitudes toward multiple stigmatized groups. Consumers with stigmatized identities attend to stigmatized‐identity cues that signal inclusion (or exclusion) toward other stigmatized groups, resulting in stigmatized‐identity cue transfers, especially when similarity mindsets are activated, and among consumers who are high in stigma solidarity. Because identity is central in consumer behavior, stigmatized‐identity threat cues can at times result in anti‐consumption, including boycotts, allowing consumers and companies to engage in collective action. This article reviews this growing body of research, demonstrating the important influence of stigmatized‐identity cues on consumer behavior and discussing ways in which companies can better signal their inclusive attitudes and ideologies to attract consumers.

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Valuing Diversity: A Group-Value Approach to Understanding the Importance of Organizational Efforts to Support Diversity

Cited by 18 publications

References 87 publications

Diversity Climate in Organizations: Current Wisdom and Domains of Uncertainty

Diversity Climate in Organizations: Current Wisdom and Domains of Uncertainty

An Extended Intervening Process Model

Stigmatized‐Identity Cues in Consumer Spaces

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