The relationship between diversity climate perceptions and workplace attitudes.

Integrated Approach to Workplace Diversity through Human Resource Management

“…Cox (1991) conceptualized an authentic diverse work climate in terms of a multicultural organisation whereby diversity is highly valued and members of all demographic groups are given the opportunity to develop their capacities. Furthermore, members of different socio-cultural backgrounds are represented across the hierarchy of the organisation (Wolfson, Kraiger & Finkelstein, 2011). More importantly though, is that multicultural organisations develop common values that shape the work environment (Cox, 2001).…”

“…Examples of specific values that may reflect valuing diversity include democracy, fairness, mutual respect, integrity, equality and team spirit (Polat, 2012). Wolfson, et al (2011) maintained that employee perceptions of how effective an organisation manages a diverse work environment has a significant impact on various job attitudes such as organisational commitment, job satisfaction, loyalty, and interpersonal relations with co-workers and supervisors. The challenge, however is for members of organisations to value diversity beyond "the right thing to do" and see the tangible outcomes of valuing diversity.…”

Assessing Diversity across Cultures: A U.S.-Hispanic Perspective

“…Since perceptions are behaviorally relevant (Robbins & Judge, 2009), it follows that they will affect workers' reactions to diversity (Harris, Rousseau, & Venter, 2007;Greenberg, 2004;Woszczynski, Myers, & Moody, 2006). More specifically, a positive perception of diversity by employees has been clearly related to organizational commitment, empowerment, and job satisfaction (Wolfson, Kraiger, & Finkelstein, 2011). Equally, a negative perception of diversity has been associated with degradation in team performance (Harrison et al, 2002).…”

Workplace Discrimination Climate and Team Effectiveness: The Mediating Role of Collective Value Congruence, Team Cohesion, and Collective Affective Commitment

“…For instance, Wech, Mossholder, Steel, and Bennett (1998) found that perceptions of work team cohesion significantly predicted organizational commitment. Wolfson, Kraiger, and Finkelstein (2011) explain how value (in)congruence explains in part why a climate for discrimination is related to affective outcomes, such as organizational commitment. Value congruence refers to the degree of congruence (or fit) in values between individuals and their organization.…”

“…Examining work-related outcomes, when employees perceive that the organization embraces diversity and fosters a strong climate for diversity, they are more likely to feel valued and fulfilled in their job, develop loyalty towards and attitudinal attachment to the organization, and experience improved interactions with coworkers (e.g., Cox, 1991;Eisenberger, Fasolo, & Davis-LaMastro, 1990;Gilbert & Ivancevich, 2001;Robinson & Dechant, 1997;Wolfson, Kraiger, & Finkelstein, 2011). Cox (1991Cox ( , 1993Cox ( , & 1994 stated that diversity climate influences individual affective outcomes such as job satisfaction, organizational identification, and job involvement as well as individual job performance measures such as work quality, productivity, and absenteeism.…”