Team diversity and team performance: Paths to synergetic and disruptive effects

Team diversity holds promises and challenges for team performance. The promise of diversity lies in synergy generated from exchange and integration of diverse perspectives; the challenge lies in social categorization processes that give rise to biases favoring similar others over dissimilar others that disrupt team collaboration. I discuss theory capturing these paths to synergetic and disruptive effects and their contingencies as well as the evidence in research in team diversity and performance. I conclude that the evidence is consistent with the theory, but increasingly suffers from proliferation of moderators and mediators without integrative efforts to consolidate accumulating insights. I also identify theoretical parallels between the study of diversity and demographic dissimilarity as opportunity to develop integrative theory.

Effects of Inclusive Leadership on the Diversity Climate and Change-Oriented Organizational Citizenship Behavior

This study investigates the impact of inclusive leadership on diversity, climate, and change-oriented organizational citizenship behavior in hotel work. It also examines whether the diversity climate mediates the relationship between inclusive leadership and change-oriented organizational citizenship behavior. An online survey was conducted among hotel employees. It was found that inclusive leadership had a significant positive effect on the diversity climate. The diversity climate was found to have a significant positive effect on change-oriented organizational citizenship behavior, and inclusive leadership had a significant positive effect on change-oriented organizational citizenship behavior. Finally, inclusive leadership had a significant positive effect on change-oriented organizational citizenship behavior through a diversity climate. The results of this study have academic and practical implications for human resource management with respect to inclusive leadership in hotel workers' work environment according to changes in hotels' environmental factors for a new generation of employees flowing into the organizational mainstream.

Association between anaesthesia-surgery team sex diversity and major morbidity

BACKGROUND

Team diversity is recognized not only as an equity issue but also a catalyst for improved performance through diversity in knowledge and practices. However, team diversity data in healthcare are limited and it is not known whether it may affect outcomes in surgery. This study examined the association between anaesthesia-surgery team sex diversity and postoperative outcomes.

METHODS

This was a population-based retrospective cohort study of adults undergoing major inpatient procedures between 2009 and 2019. The exposure was the hospital percentage of female anaesthetists and surgeons in the year of surgery. The outcome was 90-day major morbidity. Restricted cubic splines were used to identify a clinically meaningful dichotomization of team sex diversity, with over 35% female anaesthetists and surgeons representing higher diversity. The association with outcomes was examined using multivariable logistic regression.

RESULTS

Of 709 899 index operations performed at 88 hospitals, 90-day major morbidity occurred in 14.4%. The median proportion of female anaesthetists and surgeons was 28 (interquartile range 25-31)% per hospital per year. Care in hospitals with higher sex diversity (over 35% female) was associated with reduced odds of 90-day major morbidity (OR 0.97, 95% c.i. 0.95 to 0.99; P = 0.02) after adjustment. The magnitude of this association was greater for patients treated by female anaesthetists (OR 0.92, 0.88 to 0.97; P = 0.002) and female surgeons (OR 0.83, 0.76 to 0.90; P < 0.001).

CONCLUSION

Care in hospitals with greater anaesthesia-surgery team sex diversity was associated with better postoperative outcomes. Care in a hospital reaching a critical mass with over 35% female anaesthetists and surgeons, representing higher team sex-diversity, was associated with a 3% lower odds of 90-day major morbidity.

Leading with DEI on my Mind: Examining the Interactive Effects of Supervisor Perceptions of Psychological Diversity Climate and Supervisor Characteristics on Leadership Style

Management researchers have recently shifted their focus to examine the effects of psychological diversity climate (PDC). Whereas the majority of this research has focused on front-line employees, we shift our attention to personnel in leadership positions to extend this literature. On the basis that PDC encourages the demonstration of fairness and discourages the demonstration of mistreatment, we rely on social information processing theory to explain why supervisor perceptions of PDC impact supervisory leadership style. Across three studies (one experiment and two multi-source field studies), we find that supervisor perceptions of PDC are positively related to employees’ evaluations of ethical leadership and negatively related to employees’ evaluations of abusive supervision. We also find that the impact of supervisor perceptions of PDC on ethical leadership and abusive supervisor is accentuated when supervisor negative affectivity is relatively high compared to relatively low. However, the impact of supervisor perceptions of PDC on ethical leadership and abusive supervision is attenuated when supervisor conscientiousness is relatively high compared to relatively low. In summary, our studies clarify why and when supervisor perceptions of PDC interact with supervisor characteristics to impact supervisory leadership style. Theoretical and practical implications are discussed.

The multifaceted influence of age on employee work engagement: Examining the interactive effects of chronological age, relational age, and perceived age-related treatment

Building upon and extending prior research, this study examines the interplay between chronological age, relational age, and perceived age-related treatment in predicting work engagement. While previous studies have often examined these three facets of age in isolation from one another, this article develops an integrative framework that combines life span theories with relational demography and age-related treatment studies. Findings from a sample of 434 school teachers from 16 schools in Italy supported the hypothesis that the three-way interaction between relational age, chronological age and age-related treatment generates asymmetrical effects on work engagement. Specifically, at high levels of perceived positive age-related treatment, relational age was positively associated with older workers’ engagement, while greater relational age was associated with reduced work engagement when older workers perceived that they were treated unfairly based on their age. In contrast, among younger workers, work engagement was positively related to perceived positive age-related treatment whatever the level of relational age.

The Agency to Implement Voice: How Target Hierarchical Position and Competence Changes the Relationship Between Voice and Individual Performance

Although voice is communication that is intended to benefit the performance of collectives, little is known about the benefits or costs to individual task performance and what mechanisms drive these effects. Our research offers new theory to articulate and illustrate the conditions under which voice has positive versus negative effects on individual task performance by directly acknowledging that employees have many options for where to direct their ideas. We introduce an agency perspective on voice by theorizing that one fundamental reason why employees speak up is to generate the implementation of corrective action for issues affecting themselves and to the extent targets of voice have agency to facilitate action through implementation of voice, voicing employees should be more likely to realize performance benefits from speaking up. In a first field study, we present evidence that two characteristics—the hierarchical position of the voice target (boss versus peer) and the competence of the voice target—alter the relationship between voice and the voicing employee’s task performance. In a second field study, using an event-contingent design, we provide evidence of the unique mechanisms underlying how competent managers (via their resources) and competent peers (via their efficacy to act) affect how upward and sideways voices lead to idea implementation. We discuss the theoretical implications of these ideas and findings by highlighting how voice target characteristics influence not just the incidence of voice but also, its outcomes.

Are Your Employees Hopeful at Work? The Influence of Female Leadership, Gender Diversity and Inclusion Climate on Japanese Employees’ Hope

There are two well-known truths about Japan: one is that Japan is one of the most advanced economies, which takes pride in its highly advanced technology, social infrastructure and system; the other is that Japan ranks lowest at women’s social participation among Organization for Economic Co-operation and Development countries. Even though the Japanese government has initiated programs to promote female participation and advancement in society, these initiatives have not yet borne remarkable fruit. This study intends to address this issue by investigating the effectiveness of female leadership in Japan, specifically its effect on organizations’ gender diversity and inclusion (D&I) climate and employees’ task-related positive attitudes. Synthesizing social information processing theory and social identity theory, the study examines 306 Japanese employees working with their female supervisors in medium- and large-sized manufacturing companies. The findings show that female ambidextrous leadership contributes to shape and strengthen a gender D&I climate and ultimately enhances employees’ hope on their work. In addition, the positive effect of a gender D&I climate on employees’ hope is the same for all employees regardless of gender. The findings clarify the role of female leadership and the underlying psychological mechanism through which female leadership influences employees’ positive work attitudes. This first empirical study in Japan contributes to the research on female leadership and D&I management.

Explaining the relationship between ethnicity and depressive symptoms: The roles of climate for inclusion, job self-efficacy, and job demands

Prior research indicates that employees from ethnic minority backgrounds are more likely to experience depression and other mental health problems than their ethnic majority counterparts. To understand what drives these negative outcomes, we integrate research on ethnic minorities at work with the job demands-resources (JDR) model. Based on the JDR model, we consider climate for inclusion as a key job resource for ethnic minority employees that mitigates the deleterious effects of ethnic minority status on job self-efficacy, perceived job demands, and depressive symptoms. We conducted a two-wave survey study (Time 1: N = 771; Time 2: N = 299, six months apart) with employees from five medium sized not-for-profit and local government organizations in Australia. Our empirical results indicate that ethnic minorities report a higher job-self-efficacy and fewer depressive symptoms when they perceive a high climate for inclusion.

Organisational Climate, Diversity Climate and Job Dissatisfaction: A Multi-Group Analysis of High and Low Cynicism

Existing literature reported a shared awareness about the effects of the organisational climate (OC). The promotion of a positive OC, and a supportive and fair diversity climate, affected the workforce’s behaviour, especially performance and satisfaction. Scholars stated that the way employees respond to dissatisfaction could be explained through the EVLN (Exit, Voice, Loyalty, Neglect) model. Two main aims were examined in our study: investigating the role of diversity climate in the mediation between the OC and all the dissatisfaction outcomes; and analysing the moderating effect that cynicism could have in this assumed model. Seven-hundred and twenty-one participants were enrolled to participate in this study. A structural equation model and multigroup analyses were used to test the hypotheses. Results showed that the diversity climate mediated the effect of OC on outcomes variables, both in negative and positive terms. Consistent with the literature, fairness and inclusion emerged as central in the impact that organisational policies could have on employees’ Loyalty and desire of Exit and Neglect. Moderation results indicated that high cynicism facilitated employees’ perception of exclusion and fairness towards their organisation, while low levels promoted Loyalty. Thus, the OC aimed at implementing a tolerance and sustainability culture is a core predictor variable.

Diversity Climate, Salutogenic Theory, and the Occupational Health of College-Educated Women from Conservative Communities

Over the past four decades, there have been significant changes in workplaces around the world, including a workforce that has become more diverse as the relative proportion of women in the workforce has increased. This trend has included the increased workforce participation of women from conservative minority groups. This article discusses the significance of the integration of college-educated women from conservative minority groups into the workforce in terms of their own personal health and well-being. This work focuses on two groups of college-educated women from conservative minority groups that have joined the Israeli workforce: Ultra-Orthodox women and Bedouin Arab women. This qualitative study was based on five focus groups, which included 16 women from the two examined groups. The main themes raised in those focus groups were categorized and analyzed. The data analysis was guided by the diversity-climate approach and salutogenic theory. The research findings indicate that a diversity climate that included most of the different aspects of this approach was present in the participants' statements regarding their workplaces. In practice, diversity climate supported sense of coherence, such that both diversity climate and a sense of coherence led directly to the occupational health of these college-educated, minority women.

The effect of cultural intelligence of top management on pro-diversity work climate and work attitudes of Myanmar migrant workers in Thailand

Purpose

This research examines the effect of cultural intelligence (CQ) of top management on pro-diversity climates and perceived discrimination of the Myanmar migrant workers in Thailand. This research also analyzes the effect of perceived discrimination on job satisfaction and turnover intention of the Myanmar migrant workers.

Design/methodology/approach

The data were collected from 650 Myanmar migrant workers who are employed at two factories in Thailand. Partial least squares structural equation modeling (PLS-SEM) was used as the data analysis method.

Findings

The results significantly support the positive effect of perceived management CQ on pro-diversity climates. Pro-diversity climates are also negatively and significantly associated with perceived discrimination. Moreover, the effect of perceived management CQ on perceived discrimination is fully mediated by pro-diversity climate.

Originality/value

This research clarifies that simply ensuring top management possess CQ may not be a sufficient condition for the company to successfully tackle discrimination in the workplace. Rather, it is crucial for the top management to create an organizational climate that is supportive of the racial diversity of foreign migrant employees.

Pitfalls of Machine Learning-Based Personnel Selection

Abstract. In recent years, machine learning (ML) modeling (often referred to as artificial intelligence) has become increasingly popular for personnel selection purposes. Numerous organizations use ML-based procedures for screening large candidate pools, while some companies try to automate the hiring process as far as possible. Since ML models can handle large sets of predictor variables and are therefore able to incorporate many different data sources (often more than common procedures can consider), they promise a higher predictive accuracy and objectivity in selecting the best candidate than traditional personal selection processes. However, there are some pitfalls and challenges that have to be taken into account when using ML for a sensitive issue as personnel selection. In this paper, we address these major challenges – namely the definition of a valid criterion, transparency regarding collected data and decision mechanisms, algorithmic fairness, changing data conditions, and adequate performance evaluation – and discuss some recommendations for implementing fair, transparent, and accurate ML-based selection algorithms.

What Leaders Say versus What They Do: Inclusive Leadership, Policy-Practice Decoupling, and the Anomaly of Climate for Inclusion

Inclusion is increasingly recognized as a critical leadership issue, yet research points to effectiveness variability among diversity and inclusion initiatives, indicative of potential policy-practice decoupling. Drawing on climate theory, we develop supervisors’ inclusive leadership and climate for inclusion and introducing CEO’s inclusive leadership and group diversity as moderators. To gain a deep understanding of decoupling, we use a multilevel approach and include in our model both top level leadership (CEOs), where espoused policies are determined, and group level leadership (supervisor), where enacted behaviors are experienced. We offer a novel perspective on climate theory for inclusion, which we have identified as “the anomaly of climate for inclusion.” Unlike other organizational climate facets, inclusion climate is shaped not only by the shared experiences of group members but also by their identities. Individuals from minority or underrepresented groups might experience decoupling in ways that are similar to other members from the same identity group even if they belong to different work groups. Our model, therefore, explains the process in which leaders create inclusive climate and point to boundary conditions in the process. We focus on two climate indicators: climate level and climate strength, and indicate that both are essential for understanding inclusion climate. Our conceptual model suggests that truly inclusive leaders would succeed at minimizing policy-practice coupling as perceived by all group members, not just historically dominant or high-status members. Implications for practice and future research are discussed.

A Diversity Mindset Perspective on Inclusive Leadership

Team diversity research has established that diversity has the potential to stimulate synergetic performance outcomes through information integration processes, but also has the potential to invite interpersonal tensions that disrupt the very information integration process that can give more diverse teams an advantage over more homogeneous teams. A focus on the role of team leadership in stimulating information integration processes and preempting interpersonal tensions is obvious and important, but surprisingly underdeveloped conceptually and empirically. In this article, we integrate insights from two complementary perspectives on leadership and diversity—inclusive leadership and leadership for diversity mindsets—to advance a more integrative perspective on how team leadership can stimulate both inclusion and synergy from diversity.

Diversity climate and workplace belongingness as organizational facilitators of tacit knowledge sharing

Purpose

The purpose of this study is to examine the relationship between diversity climate and tacit knowledge sharing and the mediating role of workplace belongingness between them.

Design/methodology/approach

The sample for this study consists of 495 employees (52.1% male, n = 258) drawn from varied occupational groups. Data were collected online using existing self-report measures. Hypotheses were tested with ordinary least squares regression-based path analysis.

Findings

This study provides evidence that diversity climate is positively related to workplace belongingness and tacit knowledge sharing. Furthermore, workplace belongingness is positively related to tacit knowledge sharing. Finally, workplace belongingness mediates the relationship between diversity climate and tacit knowledge sharing.

Practical implications

The findings highlight the need for organizations to promote fair human resource (HR) policies and practices by enacting and judiciously implementing policies that promote inclusiveness and fair treatment to stand a chance of benefiting from employees’ tacit knowledge sharing.

Originality/value

This study builds on existing research but shifts the focus to the influence of diversity climate on tacit knowledge sharing and thus sets up a precedent for subsequent research in this area. This study is, therefore, the first to attempt to link diversity climate to tacit knowledge sharing through workplace belongingness.

Exploring patterns of multiple climates and their effects on safety performance at the department level

INTRODUCTION

This paper represents a first attempt to fill a gap in research about different specific climates and safety outcomes, by empirically identifying patterns of climates and exploring the possible effect of different climates at the department level on some specific safety outcomes. The first objective was to explore how different specific climates (safety, communication, diversity and inclusion) can be associated to each other, considering the department level of analysis. The second objective was to examine the relationships between those patterns of climates with safety performance (compliance and participation behaviors).

METHOD

A total of 429 blue-collar workers in 35 departments answered a questionnaire covering safety, diversity, inclusion, and communication climate measures. Cluster analysis was performed to identify clusters of departments with different climate patterns and their impact on safety compliance and safety participation behaviors. Subsequently, a hierarchical multiple linear regression was conducted at the individual-level to test the effect of climate patterns, by controlling for some sociodemographic variables.

RESULTS

Results showed the existence of four differentiated clusters of departments. Three of those clusters showed homogenous patterns (coherent association among perceptions of low, medium and high climates) and one heterogeneous (low and medium perceptions). The findings also revealed that the higher the climates perceptions, the higher the levels of safety participation and safety compliance, with safety participation being more affected than compliance.

CONCLUSIONS

The present research showed the associated effects of some organizational climate factors, such as fair treatment, inclusion, safety and communication within the organization, which had not been previously studied in their combined relationships, on safety behaviors. Practical applications: Several other organizational climate factors, such as fair treatment, inclusiveness and communication, may play an important role in safety, showing the importance of broadening the focus on safety climate as one of the main predictors of safety behaviors.

The Living and Working Together Perspective on Creativity in Organizations

Although creativity represents a cornerstone for organizations that want to keep up with competitors, customers, and the current socio-economic context, there is a dearth in the literature of systemic and comprehensive models focused on the complexity and addressing several dimensions and factors. In this context, we propose the perspective of "working and living together in organizations" to enrich the scientific dialogue with a proposition that aims to hold together different variables of interaction and relationship between different parts of the organization (Gozzoli, 2016a,b). In fact, according to our previous studies (Frascaroli et al., 2016; Gorli et al., 2016; Marta et al., 2016; Saita et al., 2016; Tamanza et al., 2016), a generative living and working together environment is itself directly linked to creativity and innovative processes. This is because in a generative living and working together environment relationality - that is, the possibility of exchange among workers mediated by the object of work - is enabled. With this study, we intend to provide a contribution to the creativity study field, applying our perspective to an extensive level of analysis. The model was tested using the Exploratory Structural Equation Modeling methodology with EQS-6.3. Our results found some interesting elements in support of the theory behind this study.

Organizational-Cultural Elements for Improved Workplace Performance of Disabled Individuals

This chapter embarks from the increasing number of disabled individuals in private companies and public institutions and examines the working conditions of disabled employees in these organizations. Although this case is relevant to a considerable number of international contexts, the author focuses on Turkey as a case, illustrative of countries going through similar processes. The author starts by providing an introduction followed by literature on organizational culture. Next, the author discusses the recent legislation regarding the employment of disabled individuals and discusses with literature on their workplace performance. Next, the author focuses on the relationships between the organizational culture and workplace performance of disabled employees. Finally, the author concludes by recommendations for future practice to enhance performance of disabled employees and future research to conduct robust studies in the area. The chapter assumes that organizations can enhance performance of everyone by creating an inclusive culture surrounded by elements involving positive attitudes, equity, equality, and beliefs of productivity.

Antecedents and outcomes associated with a sense of place toward the organization of Myanmar migrant workers in Thailand

Purpose

The purpose of this paper is to examine some of the antecedents and outcomes associated with a sense of place (SOP) on the part of Myanmar migrant workers working in Thailand toward their place of work. The transformational leadership of top management and diversity climate were selected as the antecedent variables, whereas turnover intention was selected as the outcome variable. Belongingness theory and social identity theory were used as the theoretical foundation to support the roles of these variables.

Design/methodology/approach

Survey data were collected from Myanmar migrant workers working at two factories in Thailand (n=736). Partial least squares regression was used for the data analysis.

Findings

The results support a negative linkage between SOP and turnover intention. The positive contribution of transformational leadership of top management and diversity climate to SOP was also supported. Moreover, diversity climate was found to partially mediate the positive contribution of transformational leadership of top management to SOP. Finally, the analysis found that the linkage between diversity climate and SOP was positively moderated by the length of stay of the Myanmar migrant workers in the organization.

Originality/value

This study provides new evidence showing that SOP also matters for foreign migrant workers in terms of developing emotional attachment to the workplace outside their home country and that these workers were less likely to leave the workplace although they were a culturally minority group in the organization. This research also provides new evidence concerning the role of the transformational leadership of top management and workplace climate, which were antecedents of an SOP toward the organization.

Promoting perceived insider status of indigenous employees

Purpose

While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to breach of the psychological contract, i.e. perceived mutual obligations between employee and employer. The purpose of this paper is to identify how leadership and organizational integration measures can be implemented to promote the perceived insider status (PIS) of indigenous employees, thereby fostering fulfillment of the psychological contract.

Design/methodology/approach

A search for relevant literature yielded 128 texts used to identify integration measures at the level of employee–supervisor relationships (leader-member exchanges, inclusive leadership) and at the level of employee–organization relationships (perceived organizational support, pro-diversity practices).

Findings

Measures related to leadership included recruiting qualified leaders, understanding cultural particularities, integrating diverse contributions and welcoming questions and challenges. Organizational measures included reaching a critical mass of indigenous employees, promoting equity and participation, developing skills, assigning meaningful tasks, maintaining good work relationships, facilitating work-life balance, providing employment security, fostering support from communities and monitoring practices.

Originality/value

While PIS has been studied in western and culturally diverse contexts, it has received less attention in indigenous contexts. Yet, some indigenous cultural values are incompatible with the basic assumptions of mainstream theories. Furthermore, colonial policies and capitalist development have severely impacted traditional indigenous economic systems. Consequently, indigenous people are facing many barriers to employment in ways that often differ from the experiences of other minority groups.

Does Green-Person-Organization Fit Predict Intrinsic Need Satisfaction and Workplace Engagement?

The current study assessed whether high green-person-organization fit (GPO; the extent to which an organization’s commitment to pro-environmental outcomes is congruent with its employees’ environmental values) predicts employees’ intrinsic need satisfaction and engagement in the workplace. The sample consisted of 818 full-time Australian workers, which is sourced from an online panel. Consistent with the GPO model, pro-environmental work climate was a more potent predictor of intrinsic need satisfaction and engagement for employees with strong ecocentric values than those with weak ecocentric values. Mediation analyses revealed that the effect of work climate on employee engagement was fully mediated by intrinsic need satisfaction, and this effect was strongest when GPO fit was high. Overall, our findings suggest that organizations with pro-environmental work climates that match their employees’ values have more satisfied and committed workforces.

Demographic diversity, processes and outcomes: an integrated multilevel framework

Purpose

A narrow focus of past diversity research and inconsistent findings have contributed to a lack of understanding of how to manage diversity for positive outcomes. Focusing on age, gender and ethnic diversity, this paper aims to review literature on group objective demographic diversity and individual perceived demographic diversity to present an integrated multilevel framework for our improved understanding and to present testable propositions.

Design/methodology/approach

The authors conducted a thorough review of 51 empirical studies of demographic diversity at individual and group levels to propose a multilevel framework.

Findings

Drawing on information elaboration theory, social categorization theory and social identity theory, an integrated multilevel framework is proposed at individual and group levels. The framework suggests that demographic diversity (age, gender and ethnicity) aids positive information elaboration processes, while also causing negative social categorization processes. These processes impact individual and group outcomes. The framework also identifies moderating factors not sufficiently addressed in the demographic diversity literature. Propositions and implications for future research in the field of demographic diversity are presented.

Originality/value

This review provides an integrated multilevel framework of objective and perceived demographic diversity and its positive and negative processes and effects at both individual and group levels, drawn from information elaboration, social categorization and social identity theories.

Team climate mediates the effect of diversity on environmental science team satisfaction and data sharing

Scientific research—especially high-impact research—is increasingly being performed in teams that are interdisciplinary and demographically diverse. Nevertheless, very little research has investigated how the climate on these diverse science teams affects data sharing or the experiences of their members. To address these gaps, we conducted a quantitative study of 266 scientists from 105 NSF-funded interdisciplinary environmental science teams. We examined how team climate mediates the associations between team diversity and three outcomes: satisfaction with the team, satisfaction with authorship practices, and perceptions of the frequency of data sharing. Using path analyses, we found that individuals from underrepresented groups perceived team climate more negatively, which was associated with lower satisfaction with the team and more negative perceptions of authorship practices and data sharing on the team. However, individuals on teams with more demographic diversity reported a more positive climate than those on teams with less demographic diversity. These results highlight the importance of team climate, the value of diverse teams for team climate, and barriers to the full inclusion and support of individuals from underrepresented groups in interdisciplinary science teams.

Work Group Inclusion: Test of a Scale and Model

We develop a theoretically based 10-item measure of work group inclusion comprised of two components (belongingness and uniqueness) and use this measure to empirically test the nomological network of work group inclusion developed by Shore et al. In Phase 1, we use two samples of full-time employees to develop and refine items as well as establish content validity. In Phase 2, we demonstrate convergent, discriminant, and incremental validity with both conceptually related and unrelated constructs. In Phase 3, we use data from an additional sample of employees and supervisors to test criterion-related validity and mediation by examining the multilevel relationships between inclusion and important antecedents and outcomes. Across the three phases of our study, the results demonstrate support not only for the factor structure, reliability, and validity of our work group inclusion measure but also for a theoretical model in which the construct of inclusion has important implications for individuals and organizations.

Information security climate and the assessment of information security risk among healthcare employees

Since 2009, over 176 million patients in the United States have been adversely impacted by data breaches affecting Health Insurance Portability and Accountability Act-covered institutions. While the popular press often attributes data breaches to external hackers, most breaches are the result of employee carelessness and/or failure to comply with information security policies and procedures. To change employee behavior, we borrow from the organizational climate literature and introduce the Information Security Climate Index, developed and validated using two pilot samples. In this study, four categories of healthcare professionals (certified nursing assistants, dentists, pharmacists, and physician assistants) were surveyed. Likert-type items were used to assess the Information Security Climate Index, information security motivation, and information security behaviors. Study results indicated that the Information Security Climate Index was related to better employee information security motivation and information security behaviors. In addition, there were observed differences between occupational groups with pharmacists reporting a more favorable climate and behaviors than physician assistants.

Counting heads vs making heads count

Purpose

Research on organizational diversity initiatives generally focus on either numerical diversity or racial climate. Both facets of diversity are critical, however, research has rarely examined their impact simultaneously. The paper aims to discuss these issues.

Design/methodology/approach

In the current study, the authors use the context of higher education, to examine how variations in the composite of numerical diversity and racial climate predict psychological disparities between faculty of color (FOC) and White faculty. The authors test how institutions that engage in authentic diversity (i.e. institutions that are both numerically diverse and have a positive racial climate) compare to other diversity composites.

Findings

Using a data set of n=37,406 faculty members in US colleges/universities, this study found that racial disparities between FOC and White faculty for various psychological outcomes are smaller in authentic diversity institutions compared to institutions with low numeric diversity/ poor racial climate. Further, the data demonstrate that authentic diversity institutions have reduced psychological disparities compared to institutions with high numeric diversity/poor racial climate, but have similar disparities to institutions with low numeric/positive racial climate.

Originality/value

These results suggest that diversity climate may be the primary driver of mitigating psychological disparities between FOC and White faculty. However, it is necessary for institutions to authentically engage in diversity – by promoting both entities – to become more effective in reducing disparities.

Inclusive workplace and organizational citizenship behavior

Purpose

The purpose of this paper is to examine the relationship between employees’ perception of an inclusive workplace, namely, inclusive practices, inclusive climate and inclusive leadership and organizational citizenship behavior (OCB). It also attempts to examine the difference in perception toward the inclusive workplace along the three major dimensions of diversity, namely, gender, category they belong to and their religious orientation.

Design/methodology/approach

Non-probability sampling technique is employed to collect primary data through a self-administered questionnaire from 492 academicians of a higher education institution situated in western Uttar Pradesh of India. The data set was analyzed using statistical tools like descriptive statistics (z-test and ANOVA), and multiple regression analysis.

Findings

Results of the multiple regression analysis reflected direct and significant relationship between inclusive workplace and OCB. It has been observed that organizations with a conducive climate of inclusion, a well formulated inclusive practices and strong leaders’ commitment will result into high level of OCB which is apparent among employees working in a higher education institution western Uttar Pradesh. The results of z-test reflected that male and female employees have similar perception toward inclusive climate. However, there is a significant difference in perception toward inclusive practices and inclusive leadership on OCB. On the other hand, results of ANOVA reflected that with respect to religious orientation there is no significant difference among perceptions toward inclusive workplace. However in case of category employees have similar perception toward inclusive climate in contrast with inclusive practices and inclusive leadership.

Research limitations/implications

The present study established the concept of inclusive workplace, entirely on the basis of individual viewpoint. While to examine the cause and effect relationship of an inclusive workplace on OCB, it is recommended to incorporate some moderating or intervening variables.

Practical implications

This study provides guidelines for academic institutions to understand and foster an inclusive workplace that will encourage the academicians to exhibit OCB.

Originality/value

Very little research had examined the relationship between inclusive workplace and OCB. This research will add value to the existing literature on inclusive workplace and its probable impact on organizations and individuals by examining this relationship with respect to gender, category and religious orientation of employees working in higher educational institution of India.

HPWS and climate for inclusion: a moral legitimacy lens

Purpose

The purpose of this paper is to apply insights from the moral legitimacy theory to understand how climate for inclusion (CFI) is cultivated at the individual and collective levels, thereby highlighting the influence of employee perceptions of inclusion-oriented high-performance work systems (HPWS) on CFI.

Design/methodology/approach

A multi-level conceptual framework is introduced to explain how employee perceptions develop about the moral legitimacy of inclusion-oriented HPWS and the subsequent influence on CFI.

Findings

CFI is theorized to manifest when employees perceive inclusion-oriented HPWS as morally legitimate according to four unit-level features. Employees with a strong moral identity will be particularly attuned to the moral legitimacy of each of the unit-level HPWS features, thereby strengthening the perceived HPWS and CFI relationship at the individual level. The convergence of individual-level perceptions of CFI to the collective level will be strongest when climate variability is low for majority and minority groups.

Practical implications

Organizations seeking to develop CFI should consider the role of HPWS and the perceived moral legitimacy of such systems. This consideration may involve policy amendments to include a broadened scope of HPWS.

Originality/value

This paper explores how employee perceptions of the moral legitimacy of HPWS can help or hinder CFI, thereby offering a novel framework for future inclusion and human resource management research.