What’s in it for you? Demographics and self-interest perceptions in diversity promotion.

Abstract

As organizations continue to pursue achieving diversity and inclusion goals, how to propose and present efforts so as to maximize support and minimize resistance remains a challenge. The present set of studies, grounded in theory on the Attributional Analysis of Persuasion, examined how the demographics of diversity promoters relate to supportive attitudes and behaviors of others through perceptions of promoter self-interest. Via an experimental paradigm (Study 1), we found that White promoters were perceived as less self-interested than Black promoters of a diversity initiative, which in turn predicted more positive attitudes and support for the promoted effort. Using a sample of workplace critical incidents (Study 2), we found that diversity promoters who were demographically matched to the group for which they were advocating were perceived as more self-interested than those advocating for causes for which they were not demographically matched. Theoretical and practical implications, as well as study limitations, are discussed.

Corona Crisis and Inequality: Why Management Research Needs a Societal Turn

“…To an extent, organizations have tried to address and avoid reproducing sociodemographic inequalities, particularly in terms of race and gender, through diversity management interventions (Gardner & Ryan, 2020). However, some of these interventions may also unintentionally run the risk of amplifying the very disparities they are trying to address (see Kossek & Lautsch, 2018) by recruiting the disadvantaged but blocking further opportunities, thus creating a different kind of “ceiling” effect limiting access to opportunities and advancement (Castilla & Benard, 2010).…”

Employee Reactions to Positive Action Policies in the United Kingdom: Does the Organization’s Justification Matter?

“…Further, in a recent mixed methods study, Gardner and Ryan (2020) found that individuals who promoted diversity in organizations were viewed as more self-interested when they demographically matched the group for which they were advocating. Affirmative action policies, by their nature, propose increasing the proportion of some minority group in a given workplace, which inherently reduces the proportion of jobs held by one or more other groups.…”

The Leader Oversight Bias in Justice and Hypocrisy Evaluations of Organisational Diversity Practices

“…Such illusory justice perceptions may then lead majority groups to delegitimise discrimination claims by minorities (Kaiser et al, 2013). Furthermore, people belonging to minority groups for which they advocate are thought to be more self-interested, resulting in more negative D&I perceptions by majorities (Gardner & Ryan, 2020), whereas ascriptions of hypocrisy are more likely on the part of marginalized groups, such as women, since they are more likely to perceive discrimination in ambiguous D&I practices (Crocker, Voelkl, Testa, & Major, 1991). Overall, historically underrepresented groups such as women tend to be more comfortable with D&I practices than majorities (Mor Barak, Cherin, & Berkman, 1998).…”