Extant diversity climate research has been based primarily upon the Interactional Model of Cultural Diversity (IMCD). While prior research has supported the beneficial effects of prodiversity climates (i.e., work environments that employees view as fair and socially integrative of all personnel) on worker attitudes and behaviors, less is known about the potential boundary conditions of diversity climate-outcome relationships. To address this concern, we conducted a meta-analysis of diversity climate using 109 independent samples from 94 studies. Meta-analytic results indicate that diversity climate–outcome relationships are moderated by climate measure type, outcome type, demographic diversity, climate strength, and measurement source. These findings show that diversity climate is more strongly related to outcomes when measured as inclusion climate (vs. diversity climate), for attitudinal outcomes compared to performance and withdrawal criteria, when work contexts are more racially and ethnically diverse, when personnel exhibit stronger versus weaker agreement in their diversity climate perceptions, and when diversity climate and outcome data are collected from the same source versus different sources. The theoretical and practical implications of our findings are noted and discussed.

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Article (Accepted Version) http://sro.sussex.ac.uk Ogbonnaya, Chidiebere, Tillman, C Justice and Gonzalez, Katerina (2018) Perceived organizational support in health care: the importance of teamwork and training for employee wellbeing and patient satisfaction. Group & Organization Management, 43 (3). pp. 475-503.

Affective responses constitute the mechanism by which abusive supervision received is associated with subordinates' turnover intentions. Using affective events theory (AET) as a theoretical framework, we suggest that abusive supervision is a contextual event that is associated with subordinates' affective reactions and corresponding evaluative judgment of their workplace, which ultimately leads to increased turnover intentions, a prominent withdrawal outcome. We examine two affective responses as mediators, hope (a goal-related affective state based on the expectation of positive outcomes) and affective commitment (affect-based evaluation of the organization).Two samples from a field study (n 5 209) and an experiment (n 5 427) were analyzed using structural equation modeling. Results supported our proposed chain of relationships, suggesting that subordinates are likely to experience decreased hope and affective commitment after having experienced abuse from a supervisor, which subsequently impact their withdrawal intention to leave the organization.

Purpose -Current research remains unclear on what factors contribute to cross-functional team (CFT) success. Thus, the primary purpose of this investigation is to examine internal factors of the team (namely internal team environment, shared leadership, and cohesion) and the influence of each factor on CFT effectiveness. Design/methodology/approach -Structural equation modeling is used to empirically examine the data collected from an undergraduate student sample. Teams worked competitively on a complex task requiring functional area expertise. Findings -Results from the study indicate internal team environment influences effectiveness through shared leadership and cohesion as found in other forms of teams. However, unique to CFTs, internal team environment is not directly related to effectiveness, and shared leadership does not directly influence cohesion. The findings suggest that in CFTs, internal team environment indirectly influences effectiveness.Research limitations/implications -The findings of this study can be used to expand current models of CFT effectiveness. Additionally, by examining the internal dynamics of the team (e.g. internal team environment) researchers will be better able to account for the previous vast differences found in CFT outcomes. Practical implications -Managers interested in influencing team effectiveness are encouraged to focus on the internal dynamics of CFTs. To indirectly influence team effectiveness managers should insure teams establish a clear purpose and that members support one another and feel comfortable making contributions to the team. Originality/value -This investigation offers understanding of how CFTs can be structured to influence effectiveness and provides insight into previously inconsistent findings. Both researchers and managers will benefit from an enhanced understanding of how internal factors uniquely influence CFT effectiveness.