Research has found many positive benefits to person‐organization (PO) fit, for both individuals and the organization. However, PO misfit has received far less attention in the literature. In this article, we look specifically at PO misfit caused by the differing political values and beliefs of the CEO and employee. We argue that CEO activism influences employee perceptions of ideological misfit (IM), whereby differing political beliefs between employees and their activist CEO can impact workplace outcomes. We consider how peer group reactions, ethical climate, external needs fulfillment, and moral identity serve as boundary conditions for perceptions of PO misfit and related organizational outcomes. We also examine antecedents of CEO activism. Drawing on academic literature from both the micro and macro perspectives of management research, we introduce a conceptual model and discuss implications for the firm and its employees.

Purpose – This paper aims to analyze the new multi-racial hierarchy in the USA. The authors propose that despite increasing diversity, a multi-racial hierarchy of privilege and disadvantage continues to exist. Due to the history of anti-Black discrimination and stereotyping in the USA, employers prefer native and immigrant non-Blacks to native and immigrant Blacks, and use non-Blacks to claim organizational diversity success. Design/methodology/approach – The authors propose that a multi-racial hierarchy, ordered as Whites, Non-White Non-Blacks, and Collective Blacks now exists, and use history, relevant theory, existing research, and government data to support their ideas. Findings – Evidence suggests that despite increased diversity, Whites remain most privileged, Blacks least privileged, and Asians and Hispanics tend to comprise the middle of the hierarchy. Even in organizations that are “diverse,” a multi-racial hierarchy results in different compensation, promotion, and layoff rates and differential treatment across groups. Research limitations/implications – Diversity within and across different racial and ethnic groups should be investigated. Employers' apparent diversity success may obscure the continued dominance of Whites, disadvantage of Blacks, and a color-based multi-racial hierarchy. Practical implications – Analyses of human resources data could help organizations identify and avoid discrimination and inequality even in “diverse” organizations. Originality/value – This paper focuses on the meaning of a new multi-racial hierarchy in ways that have not been previously considered.

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This chapter reviews the literature on the family and personal demands of single workers without dependent children. Also discussed are findings from an interview study examining how singles without dependent children manage work and nonwork. Results of both the literature review and interviews suggest that singles without dependent children have a variety of family, relationship, and personal demands, which often compete with work, leading to interrole conflict. Moreover, most interview participants indicated that their role as family member is highly valued, and of greater importance than their work role. Taken together, findings refute the view of many work–family researchers that singles without dependent children “have no family” and argue for their inclusion in studies of the work–family interface.

Culturally savvy organizations recognize that selecting and developing people who can be effective in a global workforce is important in today's business environment. Nevertheless, many companies struggle to identify and develop talent who are happy and successful working and living outside their home country. We examine 1 factor that may foster success in a host country-minority status in 1's home country-as a predictor of change in acculturation over time. Specifically, we draw on the conservation of resources model to suggest that international students who have been a member of more minority groups in their home country have unique experiences working with dissimilar others that offer advantages when acculturating to new cultures and novel situations. Then, change in host country acculturation is explored as a mechanism to explain how minority status in the home country relates to intentions to leave the host country and psychological well-being 6 months after entry. Two moderators (cultural intelligence, perceived diversity climate of the host institution) of these relationships are also examined. Results revealed that the relationship between minority status in the home country and change in host country acculturation was positive and stronger for those with higher cultural intelligence. Further, the relationship between change in host country acculturation and psychological well-being was positive when perceived diversity climate of the host institution was high, but was not significant when perceived diversity climate was low. (PsycINFO Database Record