The case for employee resource groups

Abstract

Purpose The purpose of this paper is to demonstrate that employee resource groups (ERGs) are a valuable addition to organizations and should be an important focus of research, particularly given the diversity and inclusion challenges faced by many businesses and communities today. Design/methodology/approach The authors review the ERG literature, develop a theoretical framework using social identity theory (SIT) and suggest research directions. Findings ERGs represent a fairly unexplored area of research. Using SIT, a series of propositions is presented for research into ERG effects on individual, group and organizational outcomes. Research limitations/implications ERGs have impact beyond the topics explored using SIT. As ERGs become more prominent, there is ample room to conduct empirical research to learn more about the underlying process by which ERGs are affecting identity and employee integration (or lack of) into groups and organizations. Originality/value Despite their prevalence in the business world, there has been a scarce amount of theorizing and research focused on ERGs. To help facilitate the development of this work, the authors introduce a theoretical framework using SIT, as well as propositions that can serve to spur additional research on a critical topic for today’s businesses.

Advocating for social justice, equity, and inclusion in the workplace: An agenda for anti‐racist learning organizations

“…By adopting a learning-focused approach to antiracism, organizations can move from passively racist practices toward proactively antiracist stances. Allyship and ally development (Erskine & Bilimoria, 2019;Katz, 2003), crosscultural mentoring (Hill & Grant, 2000;Hu et al, 2008), sponsorship (Erskine & Bilimoria, 2019;Thomas, 1990), and employee resource groups (ERGs; Dennissen et al, 2020;Welbourne et al, 2017) have each emerged as leading strategies to cultivate a more diverse and inclusive climate for professionals of color. Learning organizations have utilized these initiatives to reform their approach to race relations, reinforce their efforts through collaboration, and take responsibility for their progress or lack of progress to foster an anti-racist environment.…”

“…Individuals with multiple marginalized identities usually have the choice to become affiliated with multiple groups (Dennissen et al, 2020). Welbourne et al (2017) describe ERGs as social networks that assist underrepresented populations with resources to participate in professional development opportunities, become acquainted with different organizational functions, and connect with senior leaders in the organization.…”

“…Among the strategies to support the sociopolitical causes associated with Black professionals, Sisco (2020) also claimed ERGs provide a forum for Black professionals to advocate for Black representation, inclusive practices, and equitable resources. Such forums have been known to benefit employers as well, considering that ERG members inform D&I standards and call attention to existing and potential discriminatory infractions (Douglas, 2008;Welbourne et al, 2017). However, as previously expressed, Black professionals and ERG members should not be the only advocates and monitors of D&I.…”

“Reclaiming My Time” Amid Organizational Change: A Dialectical Approach to Support the Thriving and Career Development for Faculty at the Margins

“…Employee resource groups (ERGs) are employee-led groups-typically based on demographics/personal identities, life stage, or function-dedicated to fostering an inclusive environment to serve as a resource for the members and organization (Welbourne et al, 2017). Institutions may use different names for these types of ERGs such as affinity groups (e.g., NC State University's Multicultural Faculty Group), caucuses (e.g., California State University's LGBT Caucus), or networks (e.g., UH's Black Leadership Network).…”

An Examination of the Demographic Antecedents and Job Outcomes of Participation in Employee Resource Groups (ERGs)

“…One strength of this study was the unique addition it made to the ERG literature as academic research on ERGs is limited (Welbourne et al, 2017). This study was the first to examine differences in JE and organization commitment based on frequency of ERG participation.…”