If We See, Will We Agree? Unpacking the Complex Relationship Between Stimuli and Team Climate Strength

Perrigino, Matthew B.; Chen, Hongzhi; Dunford, Benjamin B.; Pratt, Benjamin R.

doi:10.5465/annals.2019.0067

Cited by 16 publications

(31 citation statements)

References 270 publications

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“…Whereas psychological climates are more attributional in nature, team climates form in part based on “ambient stimuli”, or uniform influences that are experienced by all unit members (Lindell and Brandt, 2000; Luria, 2008). By virtue of interacting with and witnessing the behaviors of other unit members – including an active “sensemaking” process where unit members discuss and resolve any perceptual discrepancies – shared perceptions emerge as to the degree to which diversity is valued and prioritized in an organization (Perrigino et al ., 2021). From this standpoint, a diversity climate can be defined as:Shared perceptions about the extent to which the organization and/or workgroup successfully promotes fairness and the elimination of discrimination through the fair implementation of personnel practices, the adoption of diversity-specific practices aimed at improving employment outcomes for underrepresented employees and/or strong norms for fair interpersonal treatment (Dwertmann et al ., 2016, p. 1152).…”

Section: Overview Of Proposed Frameworkmentioning

confidence: 99%

“…Whereas psychological climates are more attributional in nature, team climates form in part based on "ambient stimuli", or uniform influences that are experienced by all unit members (Lindell and Brandt, 2000;Luria, 2008). By virtue of interacting with and witnessing the behaviors of other unit membersincluding an active "sensemaking" process where unit members discuss and resolve any perceptual discrepanciesshared perceptions emerge as to the degree to which diversity is valued and prioritized in an organization (Perrigino et al, 2021). From this standpoint, a diversity climate can be defined as:…”

Section: Diversity Climate As An Authenticity Enablermentioning

confidence: 99%

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Unlocking the benefits of diversity among healthcare workforces: a holistic view

Perrigino

Jenkins

2023

JHOM

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PurposeThe increasing diversity among workforces – as well as the increasing diversity among patient populations served – offers a variety of opportunities and potential pitfalls for healthcare organizations and leaders. To unravel this complexity, the authors aim to holistically understand how to maximize provider and patient experiences regardless of (1) the degree to which diversity is present or lacking, and (2) the type(s) of diversity under consideration.Design/methodology/approachThis conceptual paper develops a framework that combines three organizational behavior theories – emotional labor theory, similarity-attraction theory and climate theory – with evidence from the broader healthcare literature.FindingsAuthentic interactions yield positive outcomes for providers (i.e. improved job attitudes and work-related well-being) and patients (i.e. patient satisfaction) and acts as a mediator between demographic diversity and positive outcomes. Demographic similarity facilitates authentic interactions, whereas demographic diversity creates an initial barrier to engaging authentically with others. However, the presence of a positive diversity climate eliminates this barrier.Originality/valueThe authors offer a conceptual model to unlock positive outcomes – including reduced absenteeism, better morale and improved patient satisfaction – regardless of the level and types of diversity present within the workforce. In addition to deriving an agenda for future research, the authors offer practical applications regarding how diversity can be more effectively managed and promoted within healthcare organizations.

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Section: Overview Of Proposed Frameworkmentioning

confidence: 99%

Section: Diversity Climate As An Authenticity Enablermentioning

confidence: 99%

Unlocking the benefits of diversity among healthcare workforces: a holistic view

Perrigino

Jenkins

2023

JHOM

Self Cite

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“…Sources of social information within the unit While social information cues are available from numerous sources, the primary source of social information for individuals comes from experiences within their unit or workgroup (Perrigino et al, 2021a). A readily available source of social information comes from surfacelevel diversity, or easily observable features about unit members including their race and gender (Harrison et al, 1998).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Antecedents of facades of conformity: when can employees “be themselves”?

Perrigino

Jenkins

2022

JHASS

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PurposeAn individual engages in a façade of conformity by attempting to appear to embrace their organization's values when, in truth, they do not. While numerous studies investigate the negative outcomes associated with facades of conformity, fewer studies consider its antecedents. Therefore, this study aims to investigate the association between diversity-related influences – including individuals' beliefs, other unit members' beliefs, unit gender diversity and unit racial diversity – and individuals' propensities to engage in a façade of conformity.Design/methodology/approachThis paper administered an online survey to 2,122 employees nested within 151 units located at a hospital site located in the southeastern United States. Hierarchical linear modeling and relative weights analyses were used to test the study hypotheses which aimed to determine how objective diversity and perceptions associated with diversity increase or diminish facades of conformity.FindingsIn this paper individuals' and other unit members' beliefs that their organization values diversity were negatively associated with facades of conformity; however, there was a positive association between unit gender diversity and facades of conformity. There were no statistically significant associations involving unit racial diversity or interactive effects. Overall, the results indicate that it is less likely that employees will engage in façades of conformity when diversity is valued within organizations.Originality/valueBy further expanding understanding of the concept of façades of conformity within the humanities and social sciences literature, this study highlight the importance of allowing and encouraging employees to “be themselves.”

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“…Scholars have long been interested in understanding how the climate of an organization affects work-related phenomena. Organizational climate refers to shared beliefs and perceptions held among organizational members regarding the social and physical environment of the organization 1 (Kuenzi & Schminke, 2009; Perrigino et al, 2021; see also James & Jones, 1974; Schneider, 1975) and arises from the interactions of organizational members within and between hierarchical levels (Ostroff et al, 2012; Schneider et al, 2011). Increasingly, research on organizational climate focuses not only on the consequences of the mean of within-unit climate ratings, referred to as climate level , but also on the variability in those ratings.…”

mentioning

confidence: 99%

Untying the climate strength knot: A meta-analytic examination of restricted variance effects in climate strength relations.

Keeler¹,

Alaybek²,

Cortina³

et al. 2023

Journal of Applied Psychology

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Climate strength is often included in organizational climate models, however, its role in such models remains unclear. We propose that the inconsistent findings regarding the effects of climate strength are due in part to its complicated relationship with climate level. Specifically, we propose that the relationship between level and strength is heteroscedastic and nonlinear due to restricted variance (RV) and potential leniency bias in climate ratings. We examine how this relationship between level and strength affects relations between climate strength and work-related outcomes, as well as the implications that this has for bilinear interactions between level and strength. In this meta-analysis, we analyzed 81 independent samples from 77 articles and find support for a heteroscedastic, curvilinear relationship between climate level and climate strength, consistent with the notion that variance compression and leniency bias are present in climate ratings. With regard to the three proposed roles of climate strength in organizational models, we find some support for an additive effect of strength on outcomes, but only at high levels of climate level, and little support for strength as a bilinear moderator of level-outcome relations or for strength as a nonlinear predictor of outcomes. We do find, however, some support for nonlinear interaction effects between level and strength. We discuss implications of our findings for the role of climate strength in future research and for multilevel theory in general.

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If We See, Will We Agree? Unpacking the Complex Relationship Between Stimuli and Team Climate Strength

Cited by 16 publications

References 270 publications

Unlocking the benefits of diversity among healthcare workforces: a holistic view

Unlocking the benefits of diversity among healthcare workforces: a holistic view

Antecedents of facades of conformity: when can employees “be themselves”?

Untying the climate strength knot: A meta-analytic examination of restricted variance effects in climate strength relations.

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