Diversity Climate of Respect and the Impact on Faculty Extra Role Behaviors

Purpose The purpose of this paper is to empirically examine the relationship between psychological diversity climate (PDC) and organizational identification (OID) when influenced by racial dissimilarity between the subordinate and supervisor. Design/methodology/approach Ordinary least squares hierarchical regression analysis was run for hypotheses testing. Findings Three of the four hypothesized relationships were supported. Support was found for the direct relationship between PDC and OID. The moderator race was significant thus also supported. The moderator of dissimilarity was not supported. Finally the three-way interaction with race and dissimilarity was supported. Practical implications OID is an important variable for overall organizational success. OID influences a wealth of organizationally relevant outcomes including turnover intentions. Considering higher turnover exists for minority employees, understanding how diversity climate perceptions vary by employee race and therefore impact OID differently, helps managers when making decisions about various initiatives. Originality/value This study is the first the authors know of to investigate the impact of dissimilarity on the PDC-OID relationship.

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IMPACT OF WORKFORCE DIVERSITY ON ORGANIZATIONAL CULTURE: A CASE OF UNIVERSITIES OF PAKISTAN

Humanities & Social Sciences Reviews ◽

10.18510/hssr.2021.9344 ◽

2021 ◽

Vol 9 (3) ◽

pp. 433-441

Author(s):

Aurangzeb ◽

Kamleshwer Lohana ◽

Nazia Bibi ◽

Ishtiaq ur Rehman ◽

Shahida Habib Alizai

Keyword(s):

Organizational Culture ◽

Organizational Justice ◽

Workforce Diversity ◽

Educational Institutions ◽

Interpersonal Relation ◽

Diversity Climate ◽

Higher Educational Institutions ◽

Higher Educational ◽

The University ◽

The Impact

Purpose of the Study: The present research was undertaken to determine the impact of workforce diversity taxonomy like diversity climate, value, organizational justice, and identity on various dimensions of organizational culture. Methodology: A sample of 117 university teachers selected from the university and higher educational institutions in Pakistan. Convenient sampling techniques were used to collect the data through a Google survey, using workforce diversity. taxonomy inventory and organizational culture questionnaire. Data analyzed by using a t-test to compare the mean scores of various dichotomized groups to see the effect of workforce diversity taxonomy on organizational culture with the help of the SPSS package. Principal Findings: Results revealed that workforce diversity taxonomy like diversity climate, value, organizational justice, and identity significantly influenced organizational culture and its various dimensions. Perceived high and low respondents’ workforce diversity taxonomy differed significantly on organizational culture. Applications of the study: This study can formulate strategies to improve workforce diversity in universities and higher educational institutions in emerging economies like Pakistan. Novelty/Originality of this study: The present research contributes to the literature on perceived workforce diversity taxonomy and organizational culture in terms of autonomy, trust, communication, transparency, interpersonal relation, decision making, and overall organizational culture, particularly in university and higher educational institution’s teachers.

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Promoting safety participation through diversity and inclusion climates

International Journal of Workplace Health Management ◽

10.1108/ijwhm-01-2015-0002 ◽

2016 ◽

Vol 9 (3) ◽

pp. 308-327 ◽

Cited By ~ 3

Author(s):

Anna Paolillo ◽

Silvia A. Silva ◽

Margherita Pasini

Keyword(s):

Structural Equation ◽

Well Being ◽

Mediating Effect ◽

Equation Modeling ◽

Main Concern ◽

Diversity Climate ◽

Content Type ◽

Diversity And Inclusion ◽

The Impact ◽

The Relationship

Purpose The purpose of this paper is to investigate the impact of diversity climate and inclusion climate on safety participation behaviors through the mediating effect of the motivation to actively promote safety at work. Design/methodology/approach Participants were 491 workers employed in four Italian metal-mechanical companies. They completed a paper questionnaire containing measures of psychological diversity climate, psychological inclusion climate, safety motivation participation and safety participation behaviors. Data were analyzed with structural equation modeling. Findings Results showed that safety participation motivation fully mediates the relationship between diversity climate and safety participation behaviors, whereas it partially mediates the relationship between climate for inclusion and safety participation behaviors. Practical implications The present findings can help managers to motivate employees in pursuing safety goals independently of compensation or obligation by creating an organization in which the main concern is caring for each other’s well-being. Originality/value This is the first study which has empirically tested the relationships between diversity climate, inclusion climate and safety behaviors. It has extended previous research which simply tested the effects of objective types of diversity on safety performance.

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What good soldiers are made of: the role of personality similarity

Journal of Managerial Psychology ◽

10.1108/jmp-05-2013-0132 ◽

2015 ◽

Vol 30 (8) ◽

pp. 1003-1018 ◽

Cited By ~ 3

Author(s):

Jennifer YM Lai ◽

Simon SK Lam ◽

Cheris WC Chow

Keyword(s):

Social Integration ◽

Social Exchange ◽

Organizational Citizenship Behavior ◽

Positive Impact ◽

Future Research ◽

Research Attention ◽

Content Type ◽

Personality Similarity ◽

The Impact ◽

Role Behaviors

Purpose – Previous studies have often yielded mixed results in relation to the similar-to-me effect on extra-role behaviors. Based on social exchange theory, the purpose of this paper is to uncover the contribution of personality similarity to organizational citizenship behavior (OCB), a type of extra-role behaviors. Design/methodology/approach – Questionnaire surveys were conducted in a multinational bank in Hong Kong. The participants were matched sample of 403 customer service representatives from 81 teams and their corresponding team supervisors. Findings – Personality similarity to peers and supervisors had a positive impact on individual OCB (OCB-I) and organizational OCB (OCB-O), respectively, through better communication and social integration. Moreover, personality similarity to peers was related only to OCB-I, whereas personality similarity to supervisor was associated only with OCB-O. Research limitations/implications – Subordinates perform different facets of OCB depending on the subjects they are similar to in terms of personality. Being similar to others could facilitate communication and social integration, which in turn promote OCB targeted at similar individuals. The importance of distinguishing the similarity effects of peers and supervisors separately as well as scrutinizing the effects of different forms of OCB warrants future research attention. Practical implications – Managers can promote OCB by enhancing communication and social integration among employees and supervisors. Social implications – As OCB enhances organizational effectiveness, the economic development of society in general will eventually benefit from having more effective organizations. Originality/value – This study addresses the inconsistent findings of previous studies regarding the impact of similarity on OCB. It demonstrates the contribution of personality similarity to OCB beyond the confounding effects of judgment bias. It also advances theory by studying personality similarity to peers in addition to the commonly studied similarity to supervisors.

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The relationship between abusive supervision and organizational trust: The role of subordinates’ self-esteem

Análise Psicológica ◽

10.14417/ap.1738 ◽

2020 ◽

Vol 38 (2) ◽

pp. 181-197

Author(s):

Maria João Velez

Keyword(s):

Adverse Effects ◽

Mediation Analysis ◽

Organizational Trust ◽

Abusive Supervision ◽

Self Esteem ◽

Organizational Settings ◽

The Impact ◽

The Relationship ◽

Role Behaviors

Interest in abusive supervision (Tepper, 2000) has increased due to its serious personal andorganizational costs. As such, there is a need for additional studies that identify the individuals’ factorsthat can minimize the adverse effects of abusive supervision.Specifically, we predict employee self-esteem as a buffer of the relationship between abusivesupervision, organizational trust and in-role behaviors. Additionally, we suggest organizational trustas a possible mechanism linking abusive supervision to in-role behaviors. Our model was exploredamong a sample of 201 supervisor-subordinate dyads from different organizational settings. The resultsof the moderated mediation analysis supported our hypotheses. That is, abusive supervision wassignificantly related to in-role behaviors via organizational trust when employees’ self-esteem waslow, but not when it was high. These findings suggest that self-esteem buffers the impact of abusivesupervision perceptions on organizational trust, with consequences for performance.

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The impact of pay-for-performance perception and pay level satisfaction on employee work attitudes and extra-role behaviors

Journal of Chinese Human Resource Management ◽

10.1108/jchrm-06-2015-0012 ◽

2017 ◽

Vol 8 (2) ◽

pp. 94-113 ◽

Cited By ~ 1

Author(s):

Ting Ren ◽

Ruolian Fang ◽

Zhen Yang

Keyword(s):

Intrinsic Motivation ◽

Organizational Support ◽

Pay For Performance ◽

Work Attitudes ◽

Individual Characteristics ◽

Content Type ◽

Main Effect ◽

The Impact ◽

Level Satisfaction ◽

Role Behaviors

Purpose This paper aims to investigate the impact of pay-for-performance (PFP) perception and pay level satisfaction on work attitudes (job satisfaction, turnover intention and affective commitment) and extra-role behaviors (discretionary effort and interpersonal helping), and further, how three aspects of conditional factors – intrinsic motivation, leader–member exchange (LMX) and perceived organizational support (POS) – moderate the main-effect relationships. Design/methodology/approach The study was conducted at a Chinese private-owned company in the beauty industry, and a survey was conducted with the frontline employees in each office, asking information about their perceptions and attitudes toward the PFP scheme implemented in the company, work attitudes and performance, individual characteristics and their perceptions of group and organizational characteristics. Findings Results show that PFP perception and pay level satisfaction are significant predictors of work attitudes and extra-role behaviors. Further, depending on the specific work outcome examined, the three conditioning factors are found to strengthen the hypothesized main-effect relationships. The findings of the study have important theoretical and practical implications for the implementation of PFP schemes in organizations. Originality/value The findings contribute to the scholarship on PFP schemes in two ways. First, the findings show that PFP perception and pay level satisfaction are important for understanding employee work attitudes and extra-role behaviors. Second, the investigation of the moderating roles that intrinsic motivation, LMX and POS play in the relationships of PFP perception and pay level satisfaction with the work outcomes provides evidence to the limited understanding about the conditions that may strengthen or weaken the effectiveness of PFP schemes.

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