Examining Reactions to Workplace Diversity: The Role of Dissimilarity<i>–</i>Attraction in Teams

Schaffer, Bryan S.

doi:10.1002/cjas.1476

Cited by 17 publications

(15 citation statements)

References 84 publications

(113 reference statements)

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“…However, our results show that age dissimilarity has a nonsignificant relationship with emotional exhaustion through social exclusion. This nonsignificant finding reflects previous age dissimilarity research that often reported nonsignificant age dissimilarity effects on job performance and employee attitudes (Guillaume et al, 2012(Guillaume et al, , 2014Schaffer, 2019;Schaffer & Riordan, 2013). Age dissimilarity does not need to have dysfunctional effects for dissimilar employees.…”

Section: Theoretical Contributionssupporting

confidence: 72%

“…Past research on age dissimilarity mostly expected dysfunctional age dissimilarity effects on employee outcomes such as job performance, extra-role performance, inclusion, and relationship conflict (e.g., Caldwell et al, 2008;Chattopadhyay, 1999;Jehn et al, 1997;Kurtulus, 2011;Liao et al, 2004;Pelled et al, 1999;Van der Heijden et al, 2010). However, it often did not confirm its predictions and reported nonsignificant, dysfunctional, or even beneficial effects (Guillaume et al, 2012(Guillaume et al, , 2014Schaffer, 2019;Schaffer & Riordan, 2013). Therefore, empirical research is needed to test the mechanisms and moderators of age dissimilarity effects (Guillaume et al, 2012(Guillaume et al, , 2014.…”

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confidence: 99%

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Explaining the relationship between age dissimilarity and emotional exhaustion: The roles of social exclusion and cognitive dissimilarity.

Adamovic¹

2022

International Journal of Stress Management

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Due to the increase of the retirement age and better healthcare systems, it has become common for employees to work with young and old coworkers. However, age differences can cause misunderstandings, conflicts, and discrimination in the workplace. To improve the management of age differences, it is essential to investigate age dissimilarity (i.e., an employee's age difference relative to her or his coworkers) and its effects on employees' well-being. Past age dissimilarity research mostly predicted dysfunctional age dissimilarity effects on employee outcomes, but it often could not confirm its predictions. Prior research also neglected to investigate age dissimilarity effects on employees' well-being. To address these research gaps and to improve the management of age differences in the workplace, we draw on social identity theory and investigate the mediating role of social exclusion for the relationship between age dissimilarity (relative to coworkers) and employees' emotional exhaustion. We further expect that cognitive dissimilarity (relative to coworkers) plays a moderating role to determine the direction of age dissimilarity effects. To test our hypotheses, we conducted a three-phase survey study with 462 employees. The results show that social exclusion only mediates the indirect relationship between age dissimilarity and emotional exhaustion when an employee perceives cognitive dissimilarity relative to coworkers.

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Section: Theoretical Contributionssupporting

confidence: 72%

mentioning

confidence: 99%

Explaining the relationship between age dissimilarity and emotional exhaustion: The roles of social exclusion and cognitive dissimilarity.

Adamovic¹

2022

International Journal of Stress Management

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“…The phenomenon, which forms the future world of work, is the change of values resulting from an increase in the diversity of the social system. In the world of work, for which an environment of changes is typical today, diversity is a term which acts as a challenge for managers in different forms [71][72][73][74][75]. The effect of diversity was not a research subject of the study published in this article.…”

Section: Limitations and Future Directionsmentioning

confidence: 99%

Reflection of Digitalization on Business Values: The Results of Examining Values of People Management in a Digital Age

et al. 2020

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The European Union (European Parliament) understands industry 4.0 as a term for an environment of fast transformations of production systems and products. The basic characteristic of the change in the methods of creating added value in the conditions of the fourth industrial revolution is digitalization. Digitalization changes people management in two stages. The first stage is the adaptation of systems to the integration of physical inputs into digital systems, and the second stage is the redefinition of values for the internal and external customer. The purpose of this paper is to examine the content of the first digitalization stage and its impact on the transformation of values of corporate people management in the second stage of digitalization. The study published in this paper points out the level of digitalization applied towards the internal and external customer. The research results verify relations in the portfolio of corporate value and prove their present implementation of digitalization and its and importance for the future sustainability of the business. The study confirmed the independence of the levels of corporate digitalization and companies’ value portfolios. Furthermore, the study proved the universal nature of corporate value orientation, irrespective of the size, business focus or performance of the people management system. Meaningfulness, communication and cooperation dominate in terms of importance for business sustainability. The results of the study in Slovakia support the opinions of published foreign research, which emphasize the importance of introducing technological innovations aimed at employees to a much greater extent.

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“…Most of the existing research analyzes show diversity management effects work groups and organizational performance, job satisfaction, employee engagement, workforce stability, organizational performance, innovation, competitiveness, and work climate [27,[38][39][40][41][42][43][44].…”

Section: Introductionmentioning

confidence: 99%

Diversity Management as a Tool for Sustainable Development of Health Care Facilities

et al. 2020

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Organizations providing health services are often criticized because of inadequate and unsuitable management processes or procedures. Today’s challenge is focused on effective management and leadership skills in the area of health care. The aim of the research is to describe, analyze, and evaluate the current state of diversity management in details in the context of human resources management in the selected healthcare facilities. The source of the information was a questionnaire survey. The sample consists of 181 managers from various health care and health service organizations. The method of analysis of variance (ANOVA) was used for data processing. The results were processed in SPSS and Excel programs. Pearson’s coefficient was used to evaluate the cross-correlation of the variables. The level of significance was 5% on both sides. Basic awareness of diversity management in the healthcare facilities is low. Some tools of diversity management are used, but only in isolation, non-conceptually, and unsystematically. The acknowledgment of diversity concept is poor and chaotic. The basic models of this concept defining its goals, activities, programs, responsibilities, and measurements are not known. One of the strong areas of the diversity management in the healthcare facilities is the diversity of working teams. On other hand, the weak side is the diversity as part of the organization culture and diversity as a part of human resource management. The summarizing index Attitudes towards Diversity received a higher average value than the Diversity Management Implementation index. Significant variables influencing the level of aggregate indices were identified: Ownership, size of the organization in terms of number of employees, patients’ satisfaction, and employees’ satisfaction.

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Examining Reactions to Workplace Diversity: The Role of Dissimilarity–Attraction in Teams

Cited by 17 publications

References 84 publications

Explaining the relationship between age dissimilarity and emotional exhaustion: The roles of social exclusion and cognitive dissimilarity.

Explaining the relationship between age dissimilarity and emotional exhaustion: The roles of social exclusion and cognitive dissimilarity.

Reflection of Digitalization on Business Values: The Results of Examining Values of People Management in a Digital Age

Diversity Management as a Tool for Sustainable Development of Health Care Facilities

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