Why Investing in Diversity Management Matters: Organizational Attraction and Person–Organization Fit

Madera, Juan M.; Dawson, Mary; Neal, Jack A.

doi:10.1177/1096348016654973

Cited by 36 publications

(31 citation statements)

References 88 publications

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“…First, despite theory that suggests that employee support is an important factor for the efficacy of diversity management (Avery, 2011; Yang & Konrad, 2011), this is the first known research that explores a method to increase positive attitudes toward diversity management. Study 1 focused on a sample of hotel frontline managers, because the success of diversity management programs is highly contingent on managers (Madera, Dawson, & Neal, 2016; Yang & Konrad, 2011). Frontline managers play an important role in the effectiveness of diversity management because diversity management often focuses on reducing discrimination in employment decisions that are typically made by frontline managers, such as selecting, promoting, and developing employees.…”

Section: Discussionmentioning

confidence: 99%

What’s in It for Me? Perspective Taking as an Intervention for Improving Attitudes Toward Diversity Management

Madera

2017

Cornell Hospitality Quarterly

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Hospitality organizations are increasingly investing in diversity management to address the reality of a diverse hospitality workforce. The effectiveness of diversity management highly depends on employee supportive attitudes; however, extant research shows that not all employees have positive attitudes toward diversity management. Using experimental methods, the current study examines situational perspective taking of discrimination—imagining being the target of workplace discrimination—as an intervention to influence the perceived utility and importance of diversity management using frontline hotel managers (Study 1) and hospitality students seeking careers in hospitality (Study 2) with two different methods of collecting data. Both studies showed that situational perspective taking of discrimination increases the perceived utility and importance of diversity management. Mediation analyses showed that it is through inducing negative affect that situational perspective taking leads to more positive attitudes toward diversity management. The results provide insight for hospitality organizations that use corporate websites and other recruitment activities to promote support for diversity management. Specifically, organizations should prime egocentric biases by emphasizing that diversity management protects all employees, regardless of different demographic characteristics, from workplace discrimination.

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Section: Discussionmentioning

confidence: 99%

What’s in It for Me? Perspective Taking as an Intervention for Improving Attitudes Toward Diversity Management

Madera

2017

Cornell Hospitality Quarterly

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“…For example, a recent report of PricewaterhouseCoopers (2015) showed that 86% of female and 74% of male millennials consider employers' policies on diversity, equality, and inclusion when deciding which company to work for. In addition, other studies have found that merely stating that diversity is valued positively affects organizations' perceived attractiveness among prospective employees (Madera et al., 2016; Ng & Burke, 2005; Rau & Hyland, 2003).…”

Section: Introductionmentioning

confidence: 99%

The right thing to do or the smart thing to do? How communicating moral or business motives for diversity affects the employment image of Dutch public and private sector organizations

Jansen

Kröger

Toorn

et al. 2021

J Applied Social Pyschol

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Many organizations have diversity statements in place in which they publicly declare their appreciation of and commitment to workforce diversity. These statements can either contain moral motives (e.g., “diversity reduces social inequalities”), business motives (e.g., “diversity enhances innovation”), or a combination of moral and business motives. In a desk study involving 182 Dutch organizations, we found that (a) private sector organizations more often than public sector organizations communicate business motives, (b) that public and private sector organizations are equally likely to communicate moral motives, and (c) that public sector organizations more frequently than private sector organizations communicate a combination of moral and business motives. Next, we used an experimental design to examine the causal influence of communicating different diversity motives on organizations' employment image (i.e., perceptions of organizational morality, competence, and attractiveness) among prospective employees (n = 393). Here, we used a scenario in which a healthcare organization was portrayed as either a public or a private sector organization and communicated either only moral motives, only business motives or a combination of moral and business motives for diversity. We found that for a public sector organization communicating moral instead of business motives for valuing diversity induced a more favorable employment image. For a private sector organization, there were no differences in employment image depending on the motive communicated. Together, these two studies shed new light on the role of diversity motives in establishing a positive employment image.

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“…Therefore, customized and relevant recruitment messages based on applicant preferences are more likely to attract applicants that are a better fit to the organization. Job seekers perceptions of fit with jobs and organizations are based on individual differences (based on their personal values and identities) (Madera et al, 2018); and these individual differences can be taken into consideration in an organization’s recruitment efforts. The findings of these studies highlight the importance and consideration of judgments of subjective fit paralleling judgments of objective fit among applications.…”

Section: Discussionmentioning

confidence: 99%

“…Signals are often observable or confirmable, and applicants often use information from an organization’s website as signals of what type of organization they are applying to and what the job requires in regard to KSAs (Celani & Singh, 2011). In addition, previous literature suggests human resource management signaling on company websites influences recruitment trends (Chang & Chin, 2018), attraction, and attitudes (Gregory et al, 2013) as well as diversity management (Madera et al, 2018). Therefore, signaling theory provides a theoretical rationale for how companies can leverage their websites to communicate their values and perceived fit to prospective applicants.…”

Section: Literature Reviewmentioning

confidence: 99%

“…For example, in a review of the human resource literature from the hospitality industry, Tracey (2014) cited eight published articles from hospitality-focused journals. Since the publication of Tracey’s (2014) paper, there have been 10 papers published in hospitality management journals that specifically examined applicant attitudes (Bellou et al, 2018; Bernardes et al, 2019; Guchait et al, 2014; Huang et al, 2016; Jolly et al, 2020; Kang et al, 2019; Ladkin & Buhalis, 2016; Madera et al, 2018; McGinley et al, 2015; Yen, 2017). In contrast, the last meta-analytic review of applicant attitudes from the general human resource management literature included 232 published papers (Uggerslev et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Examining Applicant Online Recruitment: The Use of Fictitious Websites in Experimental Studies

Lee

Guzzo

Madera

et al. 2020

Cornell Hospitality Quarterly

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Advancements in technology enable hospitality organizations to rely on digital recruitment efforts such as websites to attract applicants. Reflecting this industry trend, a small, but growing body of literature from the hospitality industry examines how applicants react to online recruiting using fictitious websites of hypothetical companies in experiments. The purpose of this article is to validate the use of fictitious websites as an experimental data collection method. Two quasi-experiments were guided by theories and model of applicant perceptions of fit and organizational attraction. Fit was manipulated by matching the career preference of active job seekers (e.g., a job seeker in the hotel sector) with a fictitious website (e.g., a hotel’s careers page) or not (control group). The results from the two quasi-experiments showed person–organization fit (Study 1) and person–job fit (Study 2) led to more organizational attraction under conditions of matches (e.g., a job seeker in the hotel sector evaluating a hotel’s careers page) than in the control groups. The findings of the two studies not only support the use of fictitious websites as a viable data collection method but also open a new line of research for hospitality research and human resources. Future hospitality scholars can use this technique to manipulate organization’s human resource practices (e.g., recruitment, selection, training, performance evaluation, compensation, and benefits) and examine attitudes of individuals (e.g., applicants, employees, and managers). The current data collection method also allows for researchers to not only manipulate information but also maximize the realism of the experimental stimuli.

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Why Investing in Diversity Management Matters: Organizational Attraction and Person–Organization Fit

Cited by 36 publications

References 88 publications

What’s in It for Me? Perspective Taking as an Intervention for Improving Attitudes Toward Diversity Management

What’s in It for Me? Perspective Taking as an Intervention for Improving Attitudes Toward Diversity Management

The right thing to do or the smart thing to do? How communicating moral or business motives for diversity affects the employment image of Dutch public and private sector organizations

Examining Applicant Online Recruitment: The Use of Fictitious Websites in Experimental Studies

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