Let me count the ways in which I respect thee: does competence compensate or compromise lack of liking from the group?

Two studies examined the effects of competence‐based respect in relation to liking‐based respect from ingroup members. First, a pilot study confirmed the impact of competence feedback from ingroup members on affective and emotional reactions (membership esteem, feelings of pride and shame). The main studies orthogonally manipulated both liking‐ and competence‐based respect from other ingroup members in order to examine whether (high) competence‐based respect compensates for lack of liking, or compromises the subjective position in the group, on affective and emotional reactions to the feedback. Using a scenario methodology Study 1 produced no evidence for compensation, and indicated that liking was primary in this context. Study 2, using experimental groups, provided further evidence that those who were disliked by their fellow group members felt compromised by a favourable evaluation of their competence, while remaining committed to the group. These effects are related to the different properties and implications of competence and liking dimensions in group interaction. Copyright © 2005 John Wiley & Sons, Ltd.     

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.