Cross‐level effects of demography and diversity climate on organizational attachment and firm effectiveness

Abstract

SummaryWe studied the impact of demographic diversity on individual attachment and firm unit performance in a relatively diverse organization. We implemented cross-level regression to study gender and race/ethnic categorical, relational, and organizational demography in a sample of 26 units part of a regional restaurant chain. At the individual level, we found that diversity climate (DC) moderates the impact of relational and categorical demography on affective organizational commitment, organizational identification, and intention to quit. At the organizational level, we found that DC moderates the impact of organizational diversity on firm productivity and return on profit. We discuss the importance of organizational DC as organizational context on individual attachment, and implications for firm effectiveness in diverse organizations.

Predictors of Group Performance in a Police Criminal Investigation Department: the Role of Gender Homogeneity, Leadership and Team Characteristics

“…In general, research into team diversity has produced few clear findings (Jackson and Joshi 2004, p. 697; see also Webber and Donahue 2001;Jackson et al 2003;Kochan et al 2003). Diversity and performancedonotalwaysappeartogohandinhand.Whilesome studies show a correlation between diversity and innovation, improved strategic decision-making and organizational performance, others find that diversity leads to more conflict, less social cohesion and higher employee turnover (Gonzalez and Denisi 2009;Jackson and Joshi 2004;Ragins and Gonzalez 2003;Tsui et al 1992;Van Knippenberg et al 2004;Richard et al 2004;Sacco and Schmitt 2005). The same applies to research into the specific field of gender.…”

DIVERSIDADE EM CONTEXTOS DE TRABALHO: Pluralismo teórico e questões conceituais

“…Em relação à gestão da diversidade e inclusão, tem aumentado o interesse em identificar formas nas quais a diversidade pode contribuir para os processos organizacionais e para efetividade de suas ações (GONZALEZ; DENISI, 2009;HOMAN et al, 2008;SHORE et al, 2011) e maneiras para integrar esses indivíduos de grupos diversos ELY, 1996). Uma corrente de pesquisa envolvida nessa questão se refere à criação de ambientes de trabalho em que as pessoas se sintam incluídas (MOR BARAK, 1999;BILIMORIA;JOY;LIANG, 2008;ROBERSON, 2006;FERDMAN, 2010).…”

Modeling Diversity Management Practices in Corporate Ethics: The Spillover Effect

“…Diversity climate represents the aggregate of individual perceptions of employees regarding the diversity environment in their organizations (Gonzalez & Denisi, 2009;Mor Barak, Cherin, & Berkman, 1998). Prior studies indicate that perceptions of a firm's diversity climate varied significantly with membership characteristics such as gender (e.g., Mor Barak et al, 1998), race and culture (e.g., Kossek & Zonia, 1993;McKay et al, 2007), supervisors and subordinates (e.g., McKay, Avery & Morris, 2009), and even work units (Gonzalez & Denisi, 2009). Thus, an organization can have different diversity climates across different departments and groups.…”

“…Thus, an organization can have different diversity climates across different departments and groups. Consequently, the diversity climate construct is generally used in studies that examined employees' perceptions of their workplace diversity programs, and relationships between group memberships and organizational experiences (e.g., Gonzalez & Denisi, 2009;Kossek & Zonia, 1993;McKay et al, 2007;McKay et al, 2009;Mor Barak et al, 1998). Given this dissertation is concerned with investigating organizational outcomes from formalized diversity practices, diversity climate also appears less appropriate for this study's focus on firm level outcomes from formalized organizational diversity practices.…”