Actions speak louder than words: Outsiders’ perceptions of diversity mixed messages.

Abstract

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.

Employee Reactions to Positive Action Policies in the United Kingdom: Does the Organization’s Justification Matter?

“…Even outside of business and economic research, justice has long been positioned as a mediating variable in the study of intergroup conflict (see Leidner, Castano, & Ginges, 2012;Mikula & Wenzel, 2000) These findings serve to further establish employee perceptions of organizational justice as a key explanatory variable, building on the work of Shaughnessy and colleagues (2016). This links closely with other work establishing trust (Aryee, Budhwar, & Chen, 2002) and authenticity (Marcinko, 2020;Windscheid, 2016) as a mediating variable. As Lehman, O'Connor, Kovács, and Newman (2019) note in their recent review, it is clear that the extent to which employees trust their organizations and view them as fair, just, and authentic will be an essential consideration in research and practice in the coming years.…”

When Job Ads Turn You Down: How Requirements in Job Ads May Stop Instead of Attract Highly Qualified Women

“…Two targeted recruitment strategies that seem to fit with women's social identity are the portrayal of gender diversity and the inclusion of equal employment opportunity statements in job ads (Avery and McKay 2006). For instance, picturing a woman and a man compared to only a man (Bosak and Sczesny 2008), as well as using extensive rather than minimal equal employment statements (McNab and Johnston 2002), positively affect women's perceived job suitability and organizational attraction (see also Windsheid et al 2016).…”

Rethinking the Course Syllabus: Considerations for Promoting Equity, Diversity, and Inclusion

“…Second, including a diversity statement in the syllabus may have unintended effects if faculty do not translate their statements into consistent and meaningful action throughout their courses. For example, such mixed messages about commitment to diversity are related to lower perceived behavioral integrity of organizations (Windscheid et al, 2016). The Yale Poorvu Center for Teaching and Learning's website (https://poorvucen ter.yale.edu/DiversityStatements) provides examples of instructor practices that can be enacted throughout a course that embody the diversity statement.…”