Extant research suggests subtle, interpersonal forms of discrimination, though often normalized and overlooked, may be just as detrimental to targets as compared to more traditional, overt forms of discrimination. To further examine this question, we meta-analyzed the current literature to estimate the relationship between discrimination and a host of psychological, physical health, and work-related correlates as a function of its form (subtle or overt). Analysis of 90 effect sizes suggested that subtle and overt forms of discrimination hold relationships of comparable magnitude with a host of adverse correlates. By demonstrating that these two forms of discrimination are not differentially related to relevant outcomes, our findings call into serious question the pervasive belief that subtle discrimination is less consequential for targets as compared to overt discrimination (Landy, 2008; McWhorter, 2008). Taken together, our results suggest that subtle discrimination is at least as important to consider and address as its overt counterpart. Implications for organizational scholars and practitioners are discussed.

Integrating sociological and psychological perspectives, this research considers the value of organizational ethnic diversity as a function of community diversity. Employee and patient surveys, census data, and performance indices relevant to 142 hospitals in the United Kingdom suggest that intraorganizational ethnic diversity is associated with reduced civility toward patients. However, the degree to which organizational demography was representative of the community demography was positively related to civility experienced by patients and ultimately enhanced organizational performance. These findings underscore the understudied effects of community context, and imply that intergroup biases manifested in incivility toward outgroup members hinder organizational performance. Why Organizational and Community 3 WHY ORGANIZATIONAL AND COMMUNITIY DIVERSITY MATTER: REPRESENTATIVENESS AND THE EMERGENCE OF INCIVILITY AND ORGANIZATIONAL PERFORMANCESocial, political, and technological advancements have given rise to a workforce comprised of people from a wide range of racial and ethnic backgrounds across the globe (United Nations Statistics Division, 2009). Management research on the implications of this increasing ethnic diversity has yielded mixed findings; some research within teams and dyads suggests diversity can generate innovation and breadth of information (e.g., Simmons, Pelled, & Smith, 1999), while other studies suggest diversity can have negative effects by increasing conflict and reducing cohesion (e.g., Jehn, Northcraft & Neale, 1999). The little evidence that exists at the level of the organization suggests that diversity can have positive effects on financial outcomes under some conditions (Herring, 2009;Richard, 2000;Richard, Barnett, Dwyer, & Chadwick, 2004). Researchers have therefore moved past the question of whether diversity affects outcomes and have instead begun to address the question of when and how diversity can facilitate positive outcomes (Joshi & Roh, 2009).An answer to these questions may be gleaned from one of the potential value propositions espoused by researchers and practitioners of diversity management: diverse employees may be particularly effective in serving similarly diverse populations (Richard, 2000) by bringing unique cultural sensitivity that appeals to a diverse customer base (Cox & Blake, 1991). This reasoning can be grounded in social identity and social categorization theories, which suggest that people unconsciously favor members of their own social groups (Tajfel & Turner, 1979). On its face, this rationale implies that organizational diversity will yield positive effects when it matches the demography of customers or clients the organization serves. Why Organizational and Community 4Here we suggest that the primary reason why people from one ethnic background may be less effective in serving people from other ethnic backgrounds is that the positive regard automatically afforded to ingroup members is replaced by a subtle disregard when intraorganizational diver...

This study examined workplace interactions in which lesbian, gay, and bisexual (LGB) workers faced decisions related to revealing or concealing their LGB identities at work (i.e., identity management situations). Participants were 61 LGB adults who completed a baseline survey about their organization and, over 3 weeks, responded to event-based surveys immediately after identity management situations. Results suggested that LGB workers manage their stigmatized identity strategically according to situational characteristics. Indeed, much of the variance in use of revealing and concealing strategies was due to differences within people from situation to situation. Use of identity management strategies was predicted by interaction partner cues of acceptance or rejection as well as perception of LGB-related organizational climate and policies. Results at the within-person and between-person levels diverged in noteworthy ways.

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.

This study examined affect as it relates to the identity management (IM) experiences of lesbian, gay, and bisexual (LGB) workers. We integrate IM theories and evidence (Chaudoir & Fisher, 2010;Pachankis, 2007) within the framework of affective events theory (Weiss & Cropanzano, 1996) to predict relationships among mood, identity management, and emotion at work. LGB participants rated aspects of positive and negative affect each work morning and immediately following IM situations at work over 3 weeks, making it possible to examine within-person changes and next-day consequences of IM. Our results provided little support for the notion that LGB workers' IM behaviors are driven by affect. However, there do appear to be affective consequences of IM behaviors. After concealment, participants experienced diminished positive affect and increased negative affect; in contrast, revealing was associated with increased positive affect and diminished negative affect. Additionally, these immediate affective consequences of identity management continued into the following day for some facets of affect. We examine these findings as they relate to the identity management and affect literatures, thereby building new insights into their intersections.