The moderating effects of single vs multiple-grounds of perceived-discrimination on work-attitudes

Abstract

Purpose – Moving from a focus on a single aspect of diversity to multiple-diversity characteristics, the purpose of this paper is to develop and empirically test a model that examines whether self-efficacy (SE) and protean career (PC) measures relate to intention to stay (ITS), as a possible mediation of job satisfaction (JS). The authors then explored whether perceived discrimination – on single and multiple grounds – modify these relationships. Design/methodology/approach – A survey of 316 US managers, of which 95 reported perceived discrimination: 51 perceived discrimination on a single ground and a further 44 on multiple grounds. Findings – SE and PC are associated with increased ITS where there is higher JS. Furthermore, multiple discrimination results in more negative outcomes compared to a single source of perceived discrimination. Research limitations/implications – Employees with multiple diversities might be more prone to feelings of discrimination, which in an organizational context that lacks diversity awareness can generate negative implications on performance, esteem, working relationships, and ultimately ITS. Originality/value – The research provides valuable insights into the issue of diversity and discrimination relating to more than one single source of diversity.

Positive Leadership: Relationships with Employee Inclusion, Discrimination, and Well‐Being

“…In particular, we investigate the relationship between the three leadership styles and perceptions of respectively discrimination and inclusion. Employees who feel discriminated against, consider themselves treated less favorably than other employees due to their personal characteristics or social group membership(s) (Baruch, Humbert, & Wilson, ). Employees who feel included, by contrast, perceive to be valued and accepted “insiders” in their workgroup.…”

“…In line with the idea that researchers should not only explore potential downsides of diversity, but should also try to explore how to leverage its inherent value (Nishii, ; Shore et al, ), we focus on both discrimination and inclusion as outcomes of authentic, inclusive, and respectful leadership. Discrimination has been defined as an individual’s belief that he/she is being regarded or treated less favorably than others due to belonging to a certain social group (Baruch et al, ; Pascoe & Richman, ; Sanchez & Brock, ). At work, discrimination can become manifest in, among others, restricted access to jobs or opportunities, biased evaluations, and an unfair allocation of rewards.…”

The Moderating Role of Psychological Empowerment on the Relationship Between Benevolent Leadership and Well-Being in the Context of Employees With Disabilities

“…Discrimination can occur in any social context. However, in workplaces with diverse population, a certain group of employees is more likely to experience a higher levels of perceived discrimination (Baruch et al, 2016). Since discrimination involves an action that exclude, disadvantage or simply differentiate individuals or groups of individuals, based on attributes or personal characteristics (Giurgiu et al, 2015), it may result in several work related issues including stress, physical and mental health problems (Adams et al, 2020;Pascoe & Richman, 2009), psychological and social well-being (Bodkin-Andrews et al, 2010;Jang et al, 2008;Schmitt et al, 2014), performance (Craig & Smith, 2014), job satisfaction, organizational commitment, turnover intention (Ensher et al, 2001;Qablan & Farmanesh, 2019).…”

Discrimination in modern global society: on the example of age criterion

“…Дрьоміної-Воловик [3]; чинники запобігання дискримінації в Україні в контексті європейської інтеграції стали об"єктом уваги наукового колективу під керівництвом І.О. Кресіної [4]; проблеми трудової дискримінації піднімалися у наукових статтях Baruch Y., Humbert A. L., Wilson D. [5], тлумачення дискримінації як правового явища ЕСПЛ розглядав Arnardóttir O. [6] та інші.…”