To attract a gender diverse workforce, many employers use diversity statements to publicly signal that they value gender diversity. However, this often represents a misalignment between words and actions (i.e., a diversity mixed message) because most organizations are male dominated, especially in board positions. We conducted 3 studies to investigate the potentially indirect effect of such diversity mixed messages through perceived behavioral integrity on employer attractiveness. In Study 1, following a 2 ϫ 2 design, participants (N ϭ 225) were either shown a pro gender diversity statement or a neutral statement, in combination with a gender diverse board (4 men and 4 women) or a uniform all-male board (8 men). Participants' perceived behavioral integrity of the organization was assessed. In Study 2, participants (N ϭ 251) either read positive or negative reviews of the organization's behavioral integrity. Employer attractiveness was then assessed. Study 3 (N ϭ 427) investigated the impact of board gender composition on perceived behavioral integrity and employer attractiveness using a bootstrapping procedure. Both the causal-chain design of Study 1 and 2, as well as the significance test of the proposed indirect relationship in Study 3, revealed that a diversity mixed message negatively affected an organization's perceived behavioral integrity, and low behavioral integrity in turn negatively impacted employer attractiveness. In Study 3, there was also evidence for a tipping point (more than 1 woman on the board was needed) with regard to participants' perceptions of the organization's behavioral integrity.

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Purpose How diversity in management boards affects employer attractiveness has yet to be fully clarified. This paper aims to contrast the two main theoretical rationales – similarity attraction and diversity attraction – and examines whether potential employees are more attracted to an organization with a homogenous board (in terms of gender and ethnicity) or to an organization with a diverse board. Design/methodology/approach Participants (N = 629) were simultaneously presented with two pictures of management boards, whereby the gender and ethnic composition of the boards were manipulated. Moreover, to examine whether social desirability influences the ratings of an organization’s attractiveness, survey anonymity was varied using an indirect questioning technique. Findings The findings supported the diversity attraction rationale: organizations with gender-balanced, multicultural boards were seen as more attractive than organizations with monolithic boards. However, this effect seemed to be influenced – at least partially – by social desirability. Research limitations/implications Additional research is needed to examine the extents to which people care about the degree of similarity between themselves and a management board. Practical implications The findings illustrate board composition as an employer branding strategy. Specifically, the results indicate that an organization can benefit from a diverse management board when this information is communicated to applicants. Social implications People’s attitudes toward organizations with diverse boards seem – in part – to be rooted in their motivation to comply with social norms. Originality/value Theoretical accounts (similarity attraction theory vs diversity attraction) lead to somewhat contradicting predictions, and the available empirical evidence was rather indirect and correlational. This study provides a controlled empirical investigation contrasting the two contradicting predictions.

To attract a gender diverse workforce, many employers use diversity statements to publicly signal that they value gender diversity. However, this often represents a misalignment between words and actions (i.e., a diversity mixed message) because most organizations are male dominated, especially in board positions. We conducted 3 studies to investigate the potentially indirect effect of such diversity mixed messages through perceived behavioral integrity on employer attractiveness. In Study 1, following a 2 ϫ 2 design, participants (N ϭ 225) were either shown a pro gender diversity statement or a neutral statement, in combination with a gender diverse board (4 men and 4 women) or a uniform all-male board (8 men). Participants' perceived behavioral integrity of the organization was assessed. In Study 2, participants (N ϭ 251) either read positive or negative reviews of the organization's behavioral integrity. Employer attractiveness was then assessed. Study 3 (N ϭ 427) investigated the impact of board gender composition on perceived behavioral integrity and employer attractiveness using a bootstrapping procedure. Both the causal-chain design of Study 1 and 2, as well as the significance test of the proposed indirect relationship in Study 3, revealed that a diversity mixed message negatively affected an organization's perceived behavioral integrity, and low behavioral integrity in turn negatively impacted employer attractiveness. In Study 3, there was also evidence for a tipping point (more than 1 woman on the board was needed) with regard to participants' perceptions of the organization's behavioral integrity.