Summary The purpose of this meta‐analysis was to use theory and research on diversity, attitudes, and training to examine potential differential effects on affective‐based, cognitive‐based, and skill‐based outcomes, to examine potential moderators of those effects with a focus on affective‐based outcomes, and finally, to provide quantitative estimates of these posited relationships. Results from 65 studies (N = 8465) revealed sizable effects on affective‐based, cognitive‐based, and skill‐based outcomes as well as interesting boundary conditions for these effects on affective‐based outcomes. This study provides practical value to human resources managers and trainers wishing to implement diversity training within organizations as well as interesting theoretical advances for researchers. Practitioners have quantitative evidence that diversity training changes affective‐based, cognitive‐based, and skill‐based trainee outcomes. This study also supports and addresses future research needs. Copyright © 2012 John Wiley & Sons, Ltd.
Substantial research has demonstrated that African American students tend to perform more poorly than their White counterparts in terms of academic performance (e.g., Bali & Alvarez). However, this knowledge has proven insufficient in highlighting a clear path for countering this gap in academic achievement. The present study (n = 719) provides evidence that race (African Americans and Whites) interacts with personality in predicting academic performance (i.e., grade point average) in a college setting and that the pattern of effects differs for men and women. Agreeableness reduced race effects for women, and extraversion and openness reduced race effects for men. Our results suggest new avenues for educators and policymakers to consider when attempting to reduce this performance gap.
The authors are members of the Mayflower Group. The Mayflower Group is a consortium of top-tier, global companies dedicated to conducting thoughtful and innovative research and employee surveys that provide critical insight. Together, these companies share normative data and ad hoc benchmarks-helping create best-practices standards, influencing critical business decisions, and empowering individual members to further their organizational strategies. The group has been in existence since 1971, and it works through volunteers such as the current authors from different member companies. To become a member, any company with at least 7,500 employees has to go through a process review and voting by current members. The member companies review the survey practice and ability of the applicant company to submit normative data for a core set of items. URL: https://www.mayflowergroup.org/.The COVID-19 global pandemic has disrupted the ways of working for many of us and ignited a conversation about the future of work for all of us. Nearly 7 out of 10 employees surveyed by Gallup in late April were working remotely in some capacity (Hickman & Saad, 2020). As more employees work from home, they may be more likely to struggle with unplugging after work, loneliness, and collaborating with others (Buffer, 2020). Rudolph et al. (2021) discussed 10 of the most relevant research and practice topics in the field of industrial and organizational (I-O) psychology that will likely be influenced by COVID-19. In this commentary, we provide a benchmark from 20 respected organizations who are part of the Mayflower Group. The benchmark survey as shown in Figure 1 provides a practical view from these companies on the importance of, magnitude, and questions around these 10 topics. The survey also provides a glimpse into other areas that may be considered for future research. Defining benchmarksOrganizations and institutions are constantly striving to gather more data to determine how successful their current practices are. Therefore, organizations rely on benchmarking to compare their current thinking and metrics with other companies' thinking and metrics so they can determine whether their organizational practices are "best in class" as well as determine what the industry best practices are (Camp, 1989;Hiltrop & Despres, 1994). In one 1996 study, 65% of surveyed Fortune 1000 companies use benchmarks as a management tool to gain competitive advantages (Korpela & Tuominen, 1996).Companies that benchmark may see a variety of benefits. For example, by knowing how other organizations are performing and deploying their resources, human resources (HR) practitioners can compare/contrast their own HR practices (Glanz & Daily, 1992). This can allow organizations to determine whether they are missing a certain practice or have room to improve their current practices. Additionally, benchmarking can create a sense of urgency to change. If a company is
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