The Impact of Anticipated Consequences, Respondent Group, and Strength of Affirmative Action Plan on Affirmative Action Attitudes

Kravitz, David A.; Bludau, Tiffany; Klineberg, Stephen L.

doi:10.1177/1059601108318655

Cited by 15 publications

(12 citation statements)

References 29 publications

(54 reference statements)

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“…Thus, while we include a discussion of terminal values in the theoretical derivation in the interest of comprehensiveness in describing the construct of value for diversity, we focus our arguments primarily on instrumental value signals. 2 Scholars have long noted the significance of rationales or justifications for DM programs, often stating that there are moral and business cases for diversity (e.g., Cox & Blake, 1991;Ely & Thomas, 2001; Kravitz et al, 2000;Kravitz, Bludau, & Klineberg, 2008;Mayer, McCluney, & Sonday, 2015;Richard & Kirby, 1997, but the values framework contributes a theoretical basis for understanding and categorizing them. Further, the values framework is intended to emphasize the deeper enacted (Brunsson, 1989;Simons, 2002) cultural nature of the organization's DM approach, whether the rationales are explicit or not.…”

Section: Value For Diversity In Dm Approachesmentioning

confidence: 99%

Racioethnicity, community makeup, and potential employees’ reactions to organizational diversity management approaches.

Olsen¹,

Martins²

2016

Journal of Applied Psychology

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We draw on the values literature from social psychology and the acculturation literature from cross-cultural psychology to develop and test a theory of how signals about an organization's diversity management (DM) approach affect perceptions of organizational attractiveness among potential employees. We examine the mediating effects of individuals' merit-based attributions about hiring decisions at the organization, as well as the moderating effects of their racioethnicity and the racioethnic composition of their home communities. We test our theory using a within-subject policy-capturing experimental design that simulates organizational DM approaches, supplemented with census data for the participants' home communities. Results of hierarchical linear modeling (HLM) analyses suggest that the manipulated instrumental value for diversity leads to higher perceptions of organizational attractiveness, in part through heightened expectations of merit-based hiring decisions. Further, the manipulated assimilative and integrative DM approach signals are positively related to organizational attractiveness and the effect of integrative DM is strongest for racioethnic minorities from communities with especially high proportions of Whites and Whites from communities with especially low proportions of Whites. (PsycINFO Database Record

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Section: Value For Diversity In Dm Approachesmentioning

confidence: 99%

Racioethnicity, community makeup, and potential employees’ reactions to organizational diversity management approaches.

Olsen¹,

Martins²

2016

Journal of Applied Psychology

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“…Interactive effects occur when the total effect of empowerment is greater or less than the sum of the individual dimensional effects (for a general discussion on interaction, see Aiken & West, 1992). Although interactive effects are often examined in organizational research (Gomez-Mejia & Balkin, 1989;House, Shane, & Herold, 1996;Kravitz, Bludau, & Klineberg, 2008;Valentine, 1999;Wated, Sanchez, & Gomez, 2008), studies on psychological empowerment have addressed only additive effects. It is important to both management research and practice to understand potential dimensional interactions.…”

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confidence: 99%

Psychological Empowerment and Job Satisfaction

Wang

Lee

2009

Group & Organization Management

118

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This research investigates the interactive effects of the psychological empowerment dimensions on job satisfaction. Using data collected from employees of multiple organizations, the authors find intriguing three-way interactions among the dimensions. Choice has a weak but negative effect on job satisfaction when both competence and impact are high or low but has a strong positive effect when one of the two dimensions is low and the other is high. Impact has no effect on job satisfaction when choice and competence are both high or both low. The effect of impact is positive only when one of the two dimensions is high and the other is low. In addition, high levels of choice and competence reinforce the positive effect of meaning on job satisfaction. The results offer important insights for future theory development on psychological empowerment.

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“…Commission on Civil Rights (1977), Kennedy (1998), and Pincus (2003), AA in this study was defined to mean programs directly designed to enhance the opportunities of all classes of minorities and women in employment, beyond the curbing of discrimination. This interpretation and practice of AA have been widely discussed in literature (see, for example, Connerly, 2000; Elizondo & Crosby, 2004; Harrison et al, 2006; Henderson, 1994; Kravitz et al, 2008; Pincus, 2003; Shteynberg et al, 2011; Sidanius et al, 2008).…”

Section: Methodsmentioning

confidence: 92%

“…The differential patterns of support for AA by race and gender are due, mainly, to the perception that identity-conscious AA programs hurt non-beneficiaries, and, as such, this perception is a strong predictor of negative attitude toward AA (Shteynberg et al, 2011). The perception, especially, that race-ethnic-based AA programs hurt Whites, collectively, by depriving them of societal resources, is widespread and significantly influences Whites’ attitudes toward AA (Harrison, Kravitz, Mayer, Leslie, & Lev-Arey, 2006; Kravitz, Blaudau, & Klineberg, 2008; Shteynberg et al, 2011). This position is supported by research which indicated that the greater the perception of collective relative deprivation (CRD) by Whites, the greater their likelihood of negative attitude toward AA (Harrison et al, 2006; Lowery, Unzueta, Knowles, & Goff, 2006).…”

Section: Review Of Relevant Literaturementioning

confidence: 99%

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Affirmative Action Support in an Organization

Oyinlade

2013

Sage Open

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Underpinned by the assumption that people would support affirmative action based on self-interests, and/or when they have high job security not to be threatened by the policy, this study investigated the likelihood that workers would differentially support affirmative action by their demographic attributes. Analyses of three demographic models-social, organizational, and combined(social plus organizational)-were used to determine predictors of support for affirmative action. Findings of the third (combined) model indicated that organizational tenure (an organizational demographic variable) and educational completion (a social demographic variable), respectively, were the two strongest predictors of support for affirmative action. This study suggested that factors of achievement, rather than race-ethnicity or gender, were the strongest predictors of support for affirmative action. This finding may be useful to personnel and human resources leaders in designing programs for employee acceptance of affirmative action programs.Keywords affirmative action support, social demography, organizational demography 2 SAGE Open construction contractors, the OFCCP, rather than the contractors, establishes goals and specifies AA good faith steps the contractors must take to increase the utilization of minorities and women in skilled trades in their organizations. These contractors are not required to develop any written AA programs of their own (OFCCP, 2002).The manifest function of AA is to encourage employers to be proactive in hiring and promoting protected classes of people (racial-ethnic minorities, White 1 women, people with disabilities, and the aged) who, collectively, are traditional victims of employment discrimination in American organizations (Kennedy, 1998;Pincus, 2003;Reskin, 1998). In addition to the manifest intent of the policy, one can also argue that AA has additional benefits of proactively preventing discrimination, and increasing organizational diversity to enhance creativity, innovation, and organizational success. To meet their various AA needs, organizations have developed various types of AA programs such as employment quota, an illegal practice, but, which in rare, exceptional, and limited situations had been ordered by the courts to be used temporarily to settle charges of egregious and persistent discrimination situations for which no other remedy was sufficient. For example, in the court case Local 28, Sheet Metal Workers V. EEOC, 478 U.S. 421, 1986, a court ordered a sheet metal union to hire non-Whites on a quota basis because the union had repeatedly defied court orders to stop discriminating against African Americans (Reskin, 1998). Other types of affirmative action practices used by organizations have included government contract set-asides (government programs that mandated that a small proportion of government contracts be set aside for minority contractors), race/ gender-plus policies (the consideration of race and gender, along with important meritocratic factors in hiring and prom...

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The Impact of Anticipated Consequences, Respondent Group, and Strength of Affirmative Action Plan on Affirmative Action Attitudes

Cited by 15 publications

References 29 publications

Racioethnicity, community makeup, and potential employees’ reactions to organizational diversity management approaches.

Racioethnicity, community makeup, and potential employees’ reactions to organizational diversity management approaches.

Psychological Empowerment and Job Satisfaction

Affirmative Action Support in an Organization

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