Correlational and Known‐Group Comparison Validation of a Workplace Prejudice/Discrimination Inventory

James, Keith; Lovato, Chris Y.; Cropanzano, Russell

doi:10.1111/j.1559-1816.1994.tb01563.x

Cited by 104 publications

(107 citation statements)

References 37 publications

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“…While in-group perceptions are important for positive selfworth, distinctions made between in-groups and out-groups at work can bring about exclusion, discrimination and prejudice based on one's perceived social identity (James et al, 1994). Additionally, individuals' own organizational identity influences their thinking and behavior about other aspects of work (Mor Barak, 2011).…”

Section: Organizational Justicementioning

confidence: 99%

Transformational Leadership, Diversity, and Creativity at Work: A Moderated Mediation Model

Taylor¹

2000

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Organizational leaders often seek to hire and retain innovative employees as a source of competitive advantage. Both transformational leadership and effectively managed workplace diversity have been theorized and shown to lead to increased employee creative performance at work; however, a full model of the relationships between leadership and the multi-dimensional construct of workplace diversity has not yet been tested. Using a sample of 371 employees in three Chinese high-technology firms matched with 64 supervisors collected at three time points, this study theorized and tested a moderated mediation path model in which transformational leadership and diversity climate were predicted to significantly interact to influence the workplace diversity constructs of organizational justice and organizational identity, which in turn, influence individual creative performance. Based on major theories of leadership, diversity, and creativity, several partial mediation hypotheses are presented, including diversity climate as a mediator of the relationship between transformational leadership and creative performance as well as organizational justice and organizational identity as mediators of the relationship between the interaction of transformational leadership and diversity climate and creative performance. Several single-and multilevel path analyses were conducted to test the model, using two measures of creative performance: self-ratings and supervisor ratings. The results showed that the interaction of transformational leadership and diversity climate significantly predicted self-rated creative performance, and organizational identity significantly predicted supervisor ratings of creative performance.

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Section: Organizational Justicementioning

confidence: 99%

Transformational Leadership, Diversity, and Creativity at Work: A Moderated Mediation Model

Taylor¹

2000

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“…The distinctions made between in-group and out-group membership has the potential to bring about negative consequences at work, especially for those who are perceived to be in the minority of the relevant social category (James et al, 1994). This often happens "when the characteristic(s) on which that grouping is based are normatively associated with low status and negative stereotypes" (James et al, 1994, p. 1575).…”

Section: Social Identity and Self-categorization Theoriesmentioning

confidence: 99%

“…Perceived identity shapes peoples' in-group and out-group perceptions, emotions, and behaviors (Hogg & Terry, 2000;Turner, 1981), and in the context of the workplace, both intra-group and inter-group feelings and relations are affected (Hogg & Terry, 2000;Messick & Mackie, 1989). While in-group perceptions are important for positive self-worth (James et al, 1994), distinctions made between in-groups and outgroups at work can bring about exclusion, discrimination and prejudice based on one's perceived social identity. Additionally, individual experiences in the workplace and their perceptions of organizational actions and policies will be affected by their identity group memberships (Mor Barak, 2011).…”

Section: Taxonomy Of Workplace Diversitymentioning

confidence: 99%

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Toward a Taxonomy of Diversity at Work: Developing and Validating the Workplace Diversity Inventory

Taylor

2000

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The purpose of this research was to develop a taxonomy of workplace diversity and examine its implications for understanding and predicting diversity at work. A 7-dimension taxonomy was originally developed by reviewing contemporary literature on diversity in the workplace. The taxonomy is grounded in Social Identity Theory.Preliminary research found that each of the seven dimensions of the taxonomy were present in 78 critical incidents describing work-relevant diversity dynamics. The current study reports the development and administration of an instrument, the Workplace Diversity Inventory (WDI), which was used to empirically examine the 7-factor model of the taxonomy in over 20 different industries. Exploratory factor analysis using data from 209 respondents supported a six-dimension taxonomy, with one factor from the proposed taxonomy (Leadership) collapsed into two of the included WDI dimensions (Diversity Climate and Organizational Justice). Subsequent confirmatory factor analysis indicated an adequate to good fit for the six-factor model, with the WDI reduced from 47 to 24 items. Results and implications for theory and practice are discussed.

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“…Bias was measured using five items adapted from James, Lovato and Cropanzano (1994) and the remaining 5 items from Shaw (2004). Based on the results of exploratory factor analysis (EFA), this study used only 8 items.…”

Section: Biasmentioning

confidence: 99%

The Influence of Individual Factors on Cognitive Process Variables within a Diverse Group Context

Soldan

Bowyer²

2009

IJBM

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The purpose of the study was to explore the relationship between individual factors (gender, language background (LB), nationality, English language proficiency (ELP), diverse group work experience (DGWE)) and cognitive processes (bias, stereotyping, anxiety & apprehension) and investigate the nature of any emerging differences, using the sample of 837 undergraduate students. Owing to the irregular distributions of the criterion variables we combined the sensitivity and versatility of parametric tests (t-tests, ANOVA) with the robustness of the equivalent non-parametric tests (Kruskall Wallis, Mann-Whitney). Strong conclusions were drawn where both groups of tests proved significant at the .01 level. The results revealed LB, nationality, ELP, and DGWE have a statistically significant impact on bias. LB, nationality, ELP and DGWE also appear to have an impact on stereotyping while anxiety & apprehension appear to be influenced by gender, LB, nationality, ELP and DGWE. The precise differences and implications for academics and researchers are discussed.

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Correlational and Known‐Group Comparison Validation of a Workplace Prejudice/Discrimination Inventory

Cited by 104 publications

References 37 publications

Transformational Leadership, Diversity, and Creativity at Work: A Moderated Mediation Model

Transformational Leadership, Diversity, and Creativity at Work: A Moderated Mediation Model

Toward a Taxonomy of Diversity at Work: Developing and Validating the Workplace Diversity Inventory

The Influence of Individual Factors on Cognitive Process Variables within a Diverse Group Context

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