Managing diversity in organizations: An integrative model and agenda for future research

The literature on policies, procedures, and practices of diversity management in organizations is currently fragmented and often contradictory in highlighting what is effective diversity management, and which organizational and societal factors facilitate or hinder its implementation. In order to provide a comprehensive and cohesive view of diversity management in organizations, we develop a multilevel model informed by the social identity approach that explains, on the basis of a work motivation logic, the processes by, and the conditions under which employee dissimilarity within diverse work groups is related to innovation, effectiveness, and well-being. Building on this new model, we then identify those work group factors (e.g., climate for inclusion and supervisory leadership), organizational factors (e.g., diversity management policies and procedures, and top management's diversity beliefs), and societal factors (e.g., legislation, socioeconomic situation, and culture) that are likely to contribute to the effective management of diversity in organizations. In our discussion of the theoretical implications of the proposed model, we offer a set of propositions to serve as a guide for future research. We conclude with a discussion of possible limitations of the model and practical implications for managing diversity in organizations.     

Understanding the positive and negative outcomes of developmental challenges on the social psychology of female executives in top management teams

Drawing on social identity theory, this conceptual article proposes how working in a male-dominated top management team (TMT) leads to changes in the social psychology of female executives over time. Further, it simultaneously incorporates the role of various factors to develop a comprehensive understanding of positive as well as negative change experiences of female executives. Based on thorough review and integration of the relevant literature from the domains of organizational behaviour, gender management, and psychology, key themes have been extracted and a conceptual model has been proposed. It is suggested that female executives are likely to face epistemological shock after becoming a part of male-dominated TMTs; however, proactive interactions and development of their cultural toolkit is expected to polish leadership capabilities and improve leader identity in them. Conversely, challenges in developing their cultural toolkit may lead to experiences of emotional exhaustion and the eventual psychological detachment of female executives from their teams and work environment. Unlike the focus of existing literature on general social and cultural challenges faced by female workers, this research offers a unique theoretical direction regarding the essence of extensive psychological changes and their long-term prospects for females in male-dominated TMTs. Finally, it also offers practical implications for highlighting various ways to encourage proactivity and social support for creating diversity and inclusion-based leadership in organizations.     

Affective Influences on Judgments and Behavior in Organizations: An Information Processing Perspective

This article reviews and integrates recent research in experimental social psychology and organizational behavior demonstrating the pervasive influence that affective states or moods have on judgments, decision making, and behavior in organizations. An information processing theory, the Affect Infusion Model (AIM) is described that can account for many of the empirical findings and also provides a promising theoretical base for future research in this area. The article reviews a range of experimental and applied studies consistent with the predictions of this model, demonstrating the role of information processing strategies in moderating affective influences on organizational behavior. Specifically, we discuss the influence of affect on such work-related behaviors as worker motivation, creativity and performance, interpersonal judgments and communication, performance appraisal judgments and selection interviews, organizational spontaneity, employee flexibility and helpfulness, absenteeism, and bargaining and negotiation behaviors. The implications of the information processing approach for understanding the influence of affect on organizational behaviors are discussed, and we argue for the greater integration of affect into contemporary theorizing and research in organizational settings.     

Unobtrusive indicators of culture for organizations: a systematic review

ABSTRACT

We systematically reviewed the literature using unobtrusive measures to study organizational culture. To synthesize, theorize, and evaluate this research, we introduce the concept of an unobtrusive indicator of culture (UIC) for organizations. A UIC measures organizational culture through collecting data without engaging employees, and is conceptualized in terms of cultural artefacts. We identified thirty-five articles, containing 135 distinct UICs, drawn from 16 distinct data sources. UICs coalesced into two groups. First, textual UICs, with culture measured through language patterns in annual reports, employee online reviews, and emails. Second, UICs focusing on organizational practices, for instance, organizational policies or executive rewards. Over two-thirds (68%) of UICs measured values for integrity, results orientation, and clan cultures, and we conjecture that UICs may be most useful for studying aspects of culture sensitive to reporting biases, and benchmarking large samples of organizations. Forty-eight percent of UICs had good or promising construct validity: many were textual UICs, and those focusing on organizational practices were less established. UICs can potentially advance the study of organizational culture, yet must be developed and applied cautiously, with careful consideration of their advantages and limitations, and how they complement existing measurements and conceptualizations of culture.     

Challenges of organizational learning: perpetuation of discrimination against employees with disabilities

This article examines why organizations struggle with learning how to prevent discrimination against their employees with disabilities. To explore this issue, qualitative archival data were collected and analyzed from 53 Americans with Disabilities Act (ADA) lawsuits filed against 44 organizations. Theoretical analysis of the qualitative data suggests that several organizationally based learning theories explain the difficulty organizations have with creating a disability-friendly work environment. These barriers to learning are embedded in complex defense mechanisms and discriminatory organizational routines. Furthermore, organizations have difficulties engaging in higher-order and vicarious learning. We conclude the article with examples of successful learning practices as they relate to barriers identified in the qualitative analysis.     

Impact of marketing work-place diversity on employee job involvement and organizational commitment

Much of the debate about managing work-force diversity concerns the rationale for the procedures used and the outcomes produced by programs perceived to be unfair. The authors explored the role of organizational justice in diversity initiatives; they examined which of 6 diversity arguments (T. H. Cox & S. Blake, 1991) were most often used by U.S. firms and accepted by employees. They also surveyed U.S. workers about diversity issues at work; the problem-solving diversity argument was related to higher employee job involvement and organizational commitment, even though the respondents ranked the resource-acquisition argument as the most acceptable. The authors also found that many organizational-justice issues still need to be resolved, even in those organizations with diversity-management programs.     

Networking In Organizations: Developing A Social Practice Perspective For Innovation And Knowledge Sharing In Emerging Work Contexts

This article focuses on the micro-level phenomena related to emergent ways of organizing. It explores how new ways of organizing might be enabled or inhibited through the networking activities and knowledge flows that organizational members engage in within a multinational business organization after the set-up of an innovative Internet business unit. The article considers innovation and networking as social practices mediated in this particular case study through knowledge-sharing activities. This perspective on innovation, networking, and knowledge leads to a conceptualization of organizations that stresses their inherent complexity and their interactive and co-evolving nature with their environments.     

Corporate culture and the employment of persons with disabilities

This article addresses key questions arising from the economic and social disparities that individuals with disabilities experience in the United States. For instance, “What role does corporate culture play in the employment of people with disabilities?” “How does it facilitate or hinder their employment and promotional opportunities, and how can corporations develop supportive cultures that benefit people with disabilities, non‐disabled employees, and the organization as a whole?” Corporate culture can create attitudinal, behavioral, and physical barriers for workers and job applicants with disabilities. This research concludes that if the employment prospects of people with disabilities are to be improved significantly, attention must be paid to the ways in which corporate culture creates or reinforces obstacles to employees with disabilities, and how these obstacles can be removed or overcome. Ultimately, we will make the case that corporate culture and societal attitudes must change if people with disabilities are to be accepted and incorporated fully into the workplace. Copyright © 2005 John Wiley & Sons, Ltd.     

Effects of gender diversity management on perceptions of organizational attractiveness: the role of individual differences in attitudes and beliefs

In this study, the authors examined how individual gender-related attitudes and beliefs affect the reactions of men and women to gender diversity management programs in organizations. They found that whereas there were no significant between-sex differences in the effects of gender diversity management on organizational attractiveness, there were strong within-sex differences based on individual attitudes and beliefs. Specifically, within the sexes, centrality of one's gender identity, attitudes toward affirmative action for women, and the belief that women are discriminated against in the workplace moderated the effects of gender diversity management on organizational attractiveness. The findings, combined with prior research, suggest that it is critical for organizations to incorporate efforts to manage perceptions of gender diversity management programs into their diversity management strategies.     

Impact of Marketing Work-Place Diversity on Employee Job Involvement and Organizational Commitment

Abstract

Much of the debate about managing work-force diversity concerns the rationale for the procedures used and the outcomes produced by programs perceived to be unfair. The authors explored the role of organizational justice in diversity initiatives; they examined which of 6 diversity arguments (T. H. Cox & S. Blake, 1991) were most often used by U.S. firms and accepted by employees. They also surveyed U.S. workers about diversity issues at work; the problem-solving diversity argument was related to higher employee job involvement and organizational commitment, even though the respondents ranked the resource-acquisition argument as the most acceptable. The authors also found that many organizational-justice issues still need to be resolved, even in those organizations with diversity-management programs.     

Participative work as an influence on human development

A number of business and industries in the United States and Europe have been experimenting with ways to involve more employees in organizational decision-making and problem-solving activities. Although the goal of such experiments in participative work is usually to improve productivity and enhance morale, there is evidence that working in such firms enhances adult development. This article reviews this evidence, focusing on how the experience of working in a participative milieu affects the individual in ways that are manifested off the job—in the family and community. Suggestions are made for future research that would involve developmental psychologists in helping work organizations experiment with planned social change.     

Effects of Diversity Management on Attachment

The theoretical underpinnings of this paper explain the process of organizational transformation to value differences and the attitudinal transformation of minority and majority individuals to appreciate diversity. As an empirical test of these theories, the research investigated absenteeism and psychological attachment in 2 Fortune 100 conglomerates in different stages of managing their diversity. Cox (1991) suggests that organizations evolve toward multiculturalism, a state in which employee differences are valued and appreciated. Analyses of 284 respondents reveal that majority and minority employees in a more multicultural firm experienced greater attitudinal attachment. Study results suggest that a culture that stresses inclusion of all individuals will have a positive impact on the demographic majority.     

The right thing to do or the smart thing to do? How communicating moral or business motives for diversity affects the employment image of Dutch public and private sector organizations

Many organizations have diversity statements in place in which they publicly declare their appreciation of and commitment to workforce diversity. These statements can either contain moral motives (e.g., “diversity reduces social inequalities”), business motives (e.g., “diversity enhances innovation”), or a combination of moral and business motives. In a desk study involving 182 Dutch organizations, we found that (a) private sector organizations more often than public sector organizations communicate business motives, (b) that public and private sector organizations are equally likely to communicate moral motives, and (c) that public sector organizations more frequently than private sector organizations communicate a combination of moral and business motives. Next, we used an experimental design to examine the causal influence of communicating different diversity motives on organizations' employment image (i.e., perceptions of organizational morality, competence, and attractiveness) among prospective employees (n = 393). Here, we used a scenario in which a healthcare organization was portrayed as either a public or a private sector organization and communicated either only moral motives, only business motives or a combination of moral and business motives for diversity. We found that for a public sector organization communicating moral instead of business motives for valuing diversity induced a more favorable employment image. For a private sector organization, there were no differences in employment image depending on the motive communicated. Together, these two studies shed new light on the role of diversity motives in establishing a positive employment image.     

互联网在学习不良干预中的作用

学习不良一直是心理学和教育学研究的热点,由于计算机和互联网的迅猛发展及其被引入教学后所产生的积极效果,使得研究者开始关注计算机和互联网对学习不良学生的影响。该文介绍了计算机和互联网在学习不良干预中的作用,包括利用互联网激发学习不良学生的学习动机、提高他们的阅读和写作能力、加强教学管理以及帮助他们明确职业方向。该文还指出了此领域现有研究的局限及未来研究的取向。     

Police responses to diversity: A social representational study of rural British policing in a changing representational context

In the first decade of the 21st century, British policing faced two new challenges in how it responded to social diversity: As well as instituting reforms in response to a highly publicized report describing the British police as ‘institutionally racist’ (Macpherson, 1999 ), they faced challenges associated with rapid increases in numbers of immigrants into the UK. Studying social representations at such times of change allows access into processes, themes and value systems that may otherwise remain hidden. This paper uses social representations theory to explore interview accounts provided by regular police officers of interactions with members of minority groups. Empirically, we focus on an area of diversity policing that has received relatively little previous attention: Police work in a rural context that has recently played host to large numbers of migrant workers. Our analysis shows that interviews operate as a site of resistance in which respondents attempt to rework hegemonic representations of the police as prejudiced and to re‐present themselves and their work as able to respond appropriately to diversity. Fairness as a defining characteristic of good police practice is a central representational theme that links identity construction processes to police work with minority groups. Recent immigrant groups are represented as both needing and deserving help to assimilate into British culture: Their lack of acculturation and language difficulties provide additional challenges to police work and to how this is judged as ‘fair’. We discuss the broader origins and implications of police officers' understandings of fairness and the use of social representations theory to study representational fields within organizational settings. Copyright © 2010 John Wiley & Sons, Ltd.     

Méthode d’évaluation des risques psychosociaux auprès de travailleurs déficients intellectuels

While current regulation imposes to take into account psychosocial risks, their evaluation among workers with intellectual disabilities is still lacking. In order to develop an adapted tool, a language skills test was combined with the perception of work situations. Then, an ergonomic analysis was used to confirm the answers to the questionnaire. In a second phase of the study, the questionnaire was tested among a sample of 85 workers with intellectual disabilities. Data collected attested the relevance of this tool by accurately revealing workers’ feelings about their working environment. This study constitutes a first step in the psychosocial risk assessment process for workers with intellectual disabilities.     

Employment of persons with disabilities in information technology jobs: literature review for "IT works"

This article reviews relevant literature as to the labor pool of qualified individuals with disabilities and employment in information technology (IT) sector jobs. First, the article reviews the empirical literature on barriers to employment in IT for persons with disabilities. The examination then is extended to studies of barriers to employment for individuals with disabilities in other employment sectors. Findings illustrate the limited experiences that IT and non-IT companies have in employing and accommodating employees with disabilities. Implications are discussed for enhancing the employment of qualified workers with disabilities in IT through research, education, training, and mentoring programs.     

Workplace Spirituality and the Selling Organization: A Conceptual Framework and Research Propositions

The past few years have witnessed a proliferation of articles on spirituality and its relevance for business. A growing trend in spirituality research is an emphasis on spirituality in the workplace. Theoretical and empirical support is emerging on how workplace spirituality infl uences both employee and organizational outcomes. However, the sales literature has not yet integrated the dimensions of workplace spirituality into its frameworks. Therefore, drawing on existing theoretical foundations, we propose a conceptual framework that illustrates the role of workplace spirituality in selling organizations. We present relevant testable research propositions, guidelines for future research, and implications for practice.     

(Re)Applying social psychology to organizational work,well‐being,and leadership

Research on organizational behavior is fundamentally an application of social psychology theory and phenomena. While much of organizational psychology is inherently grounded in social psychological research, these two disciplines are largely disconnected from one another. More visibility of the commonalities may encourage discussion, collaboration, and integration between these two fields—an integration that will only benefit each discipline. The present article briefly reviews the historic overlap between these disciplines, the resulting divide between them, and then discusses recent developments demonstrating the potential power of reconnecting social psychology with organizational‐relevant research. We then examine how the six empirical articles in this Special Issue benefit from applying social psychological theory to organizational research. We will conclude by identifying potential areas ripe for future research.     

Organizational Culture and Similarity Among Team Members' Salience of Multiple Diversity Characteristics

Research often has focused on the presence of individuals' demographic differences, rather than the perception of such differences. We examined how organizational culture relates to similarity among individuals' salience of their team members' diversity characteristics. Moreover, we introduced a new approach to studying multiple diversity characteristics simultaneously. Team members who perceive their organizational culture as emphasizing respect for people were found to be unlikely to hold convergent views of their team members' demographics. Also, high-performing team members were found to view the salience of demographic characteristics similarly to other team members. Our findings suggest that an organizational culture emphasizing respect for people may be associated with unexpected barriers among team members that pose a threat to effective team functioning.