Summary The occurrence of abusive supervision is steadily rising. Extant literature continues to expand the number of destructive consequences linked to such improper workplace behavior. This study tested a model linking abusive supervision to feedback avoidance through emotional exhaustion. We invoked conservation of resources theory in our examination of the role that the loss of valued resources plays in instances where abuse is perceived. Results from three rounds of matched data from 460 nurses and 220 working adults demonstrated support for our model, suggesting a mediating effect for exhaustion on the relationship between abuse and feedback avoidance. Findings also revealed that feedback avoidance was associated with subsequent exhaustion, representing a loss spiral. These findings are important as they reveal the link between a subordinate's reactions (exhaustion) and coping behavior (feedback avoidance) when supervisory abuse is perceived. Theoretical and practical implications, limitations, and directions for future research are offered. Copyright © 2012 John Wiley & Sons, Ltd.

Despite a growing body of literature on diversity and firm performance, our review of research across fields, theoretical traditions, and levels of analysis suggests that the relationship is not a simple one. However, we attempt to integrate theory and research from macro and micro research domains into one perspective on the firm-level performance effects of diversity. We review the results of research on diversity and firm performance based on the level of analysis at which diversity was examined, highlighting what we know and do not know about this relationship, and why a new approach to research in this area is needed. To set a future research agenda, we introduce a dynamic capabilities framework for studying diversity and firm performance, identifying a subset of capabilities through which we would expect firms to extract benefit (or loss) from diversity and articulate the underlying mechanisms through which such effects are likely to occur. By putting forth this framework, our goal is to offer an integrative, process-based perspective for understanding value creation and capture as it pertains to diversity, and encouraging a more systemic approach to the study of diversity and firm performance.

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.

This chapter provides a current comprehensive understanding of racial discrimination in organizations. It begins by reviewing relevant theory that explains why racial discrimination occurs and how it is manifested through prejudice, stereotyping, and aversive racism. This includes macro (e.g., sociological) and micro (e.g., social psychological) perspectives that have helped guide the existent and continuing research on the topic. This discussion is followed by a review of research on the various targets of racial discrimination (i.e., Blacks, Asians, American Indians, Native Hawaiians, Whites, and Hispanics). Subsequently, the chapter considers types of racial discrimination by comparing overt, traditional forms of racial discrimination (i.e., formal) with covert, current forms (i.e., interpersonal).