Being different at work: How gender dissimilarity relates to social inclusion and absenteeism

Jansen, Wiebren; Otten, Sabine; Zee, Karen van Oudenhoven-van der

doi:10.1177/1368430215625783

Cited by 35 publications

(48 citation statements)

References 60 publications

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“…This is in line with research on intergroup relations, which demonstrates that subgroup distinctions can go along with intergroup bias, where trust and the willingness to cooperate with out-group members suffer and the likelihood to feel the effect of out-group bias and conflict increases (Chattopadhyay et al, 2008;Hewstone, Rubin, & Willis, 2002). Accordingly, for more dissimilar individuals from the team their distinct, minority identity should lead to identity threat and feelings of discrimination, social exclusion and alienation (Avery et al, 2008;Jansen, Otten, & van der Zee, 2017). The relational demography model by Riordan, Schaffer, and Stewart (2005) also stresses that minority members' recognition of their own demographic difference from the majority increases their likelihood of perceiving discrimination, unfair treatment, and social exclusion.…”

Section: Demographic Dissimilarity and Absenteeismsupporting

confidence: 83%

Being Different, Being Absent? A Dynamic Perspective on Demographic Dissimilarity and Absenteeism in Blue-Collar Teams

Reinwald

Kunze

2020

AMJ

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This study offers a new theoretical and empirical perspective on the dynamic effect of demographic dissimilarity on absenteeism behavior by team members over time. Integrating social identity theory with the theory of anchoring events (i.e., key social interactions), we propose that individual absenteeism behavior depends on the relational dissimilarity to the team age and gender. Using a sample of 2,711 individual newcomers in 820 blue-collar teams tracked over seven years, we show that gender and age dissimilarity effects are not constant over time; rather, dissimilar individuals increase their absences more strongly over the years. Particularly, women and older employees in predominantly male and younger teams show a steeper increase in absenteeism over time and, accordingly, higher absolute absenteeism at later stages of team membership than do their less dissimilar counterparts. We discuss the implications for relational demography and diversity theory as well as for diversity management.

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Section: Demographic Dissimilarity and Absenteeismsupporting

confidence: 83%

Being Different, Being Absent? A Dynamic Perspective on Demographic Dissimilarity and Absenteeism in Blue-Collar Teams

Reinwald

Kunze

2020

AMJ

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“…Gender-dissimilarity was measured by calculating the Euclidean Distance between each respondent and his or her other team members (see for recommendations Harrison and Klein, 2007 ). For each individual team member the Euclidean distance was calculated by dividing the number of group members with a different gender by group size and then taking the square root of this fraction ( Tsui et al, 1992 ; see also Jansen et al, 2016 ). For example, in a team with three men and two women, the Euclidean distance for the men equals √(2/5) = 0.63 and for women equals √(3/5) = 0.77.…”

Section: Methodsmentioning

confidence: 99%

Women (Do Not) Belong Here: Gender-Work Identity Conflict among Female Police Officers

et al. 2017

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The current paper examines antecedents and consequences of perceiving conflict between gender and work identities in male-dominated professions. In a study among 657 employees working in 85 teams in the police force, we investigated the effect of being different from team members in terms of gender on employees’ perception that their team members see their gender identity as conflicting with their work identity. As expected in the police force as a male-dominated field, the results showed that gender-dissimilarity in the team was related to perceived gender-work identity conflict for women, and not for men. In turn, perceiving gender-work identity conflict was related to lower team identification for men and women. Although lowering team identification might enable employees to cope with conflicting social identities and hence protect the self, this may also have its costs, as lower team identification predicted higher turnover intentions, more burn-out symptoms, less extra role behavior, lower job satisfaction, lower work motivation, and lower perceived performance. Additionally, for women, experiencing support from their team members and team leader showed a trend to mitigate the relationship between gender-dissimilarity and perceived gender-work identity conflict, and a positive diversity climate was marginally related to less perceived gender-work identity conflict. The results show the importance of the team context in shaping a climate of (in)compatible identities for numerically underrepresented and historically undervalued social group members in order to hinder or protect their work outcomes.

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“…In particular, because perceiving to be socially included satisfies individuals’ needs for belonging and authenticity, it may improve individual well‐being. Indeed, research has indicated that inclusion enhances people's self‐esteem and work satisfaction (Jansen et al, ; Nembhard & Edmondson, ) and is associated with lower employee absenteeism (Jansen, Otten, & Van der Zee, ). Furthermore, perceptions of inclusion may not only enhance affective individual work outcomes, but can also improve the functioning of groups and organizations.…”

Section: Inclusion and Work Outcomesmentioning

confidence: 99%

Colorblind or colorful? How diversity approaches affect cultural majority and minority employees

Jansen

Vos

Otten

et al. 2015

J Applied Social Pyschol

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We examined how perceived organizational diversity approaches (colorblindness and multiculturalism) relate to affective and productive work outcomes for cultural majority and minority employees. Using structural equation modeling on data collected in a panel study among 152 native Dutch majority and 77 non-Western minority employees, we found that perceptions of a colorblind approach were most strongly related to work satisfaction and perceived innovation for majority members, while perceptions of a multicultural approach "worked best" for minority members. Moreover, these effects were fully mediated by the extent to which employees felt socially included in the organization. Thus, while inclusion is an important factor for both groups to enhance work outcomes, it is facilitated by different diversity approaches for majority and minority members.

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Being different at work: How gender dissimilarity relates to social inclusion and absenteeism

Cited by 35 publications

References 60 publications

Being Different, Being Absent? A Dynamic Perspective on Demographic Dissimilarity and Absenteeism in Blue-Collar Teams

Being Different, Being Absent? A Dynamic Perspective on Demographic Dissimilarity and Absenteeism in Blue-Collar Teams

Women (Do Not) Belong Here: Gender-Work Identity Conflict among Female Police Officers

Colorblind or colorful? How diversity approaches affect cultural majority and minority employees

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