Mixed Reactions to Multicultural (vs. Colorblind) Diversity Approach Signals: A Lay Theories of Culture Perspective

Despite its popularity, signaling a multicultural approach to racial-ethnic diversity is often faced with both positive and negative reactions. In this article, we sought insights into what may contribute to the mixed reactions and why. Drawing on social categorization theories and mindset research, we proposed that an underexplored factor influencing stakeholders’ reactions to organizations’ diversity approach was their lay theories or mindsets of culture. Specifically, we argued that those who believe that racial-ethnic groups represent unchangeable deep-seated essences—a fixed (vs. malleable) cultural mindset—would react negatively toward the intergroup differentiations and comparisons evoked by multicultural approach signals. Three experiments manipulated organizational diversity approach signals. Results consistently showed that a fixed cultural mindset was negatively related to organizational attraction (Studies 1 and 2) and support for diversity promoting policies (Study 3) in reaction to a multicultural (vs. colorblind) approach. In addition, Study 3 tested and showed that ethnocentrism, a self-protective mechanism, mediated the negative reactions. Together, the findings support lay theories of culture as a moderating factor that affects reactions toward a multicultural approach. Organizations should take individuals’ theories of culture into consideration in their efforts to maximize attraction and support for diversity.

Effect of Power Message on Employee Response and Job Recruitment in the Hospitality Industry

In the hospitality sector, it is often believed that giving more power to customers (e.g., “the customer is king”) would enhance the service quality, customer satisfaction, and organizational performance. However, it can cause a backlash by excessively elevating the level of the customers’ perceived power, which could result in their power abuse against the employees. Based on the organizational support theory, this research argues that balancing the level of power between the customers and the employees (vs. shifting the power to the customers) can be more effective for improving the perceptions of both the current and the potential employees. The argument is empirically supported by the findings from three studies, which showed that adopting a power-balancing message positively affects the current employees’ perceived organizational support and motivates them to feel obliged to give back to the organization and also potential job applicants’ organizational attraction and the job pursuit intention.

Does Compliance to the Prescribed Standards in Readymade Garments Sector Predict Employee Turnover Intention? The Mediating Role of Job Satisfaction and Organizational Attraction

Compliance to legal requirements and standards prescribed by international certification bodies and/or foreign buyers in the readymade garments (RMG) industry in Bangladesh is a burning issue regarding a safer working environment for employees. The present study examines the mediating effects of job satisfaction and organizational attraction on the relationship between the compliance and turnover intention. Research questions, hypotheses and research objectives are developed from the premises of job demands–resources (JD-R) theory, social exchange theory, social identity theory and prior empirical findings. Data are collected from 444 workers of the RMG industry through a multi-item survey instrument. We analyse the collected data using covariate-based structural equation modelling though AMOS (version 20). Results show that all of the direct influences except that of compliance on turnover intention are significant. The findings confirm that compliance acts as a distal antecedent of employee turnover intention through its mediating influences via job satisfaction and organizational attraction. The study sheds light on the significance of maintaining the provisions of compliance by the RMG in Bangladesh. It makes robust empirical and theoretical contributions to the extant literature. First, it supplements the inadequate documentation in RMG and other clothing industries. Unlike other studies on compliance in the RMG sector, this study measures compliance from the perspective of both the employer and the employees. Second, the study also makes a complementary contribution to the organizational attraction research by focusing on current employees rather than prospective employees. Finally, a little pursuit is evident in using theory and empirical proof together in the RMG industry. Hence, it aims to validate the theoretical account of the JD-R theory, social identity theory and social exchange theory in the context of a developing country.

Horse-sized ducks or duck-sized horses? Oddball Personality Questions are likable (but useless) for organizational recruitment

To stand out, some organizations have started asking unorthodox interview questions to uncover unique qualities of the candidates while signaling the playful culture of their organization (e.g., “Would you rather fight a horse-sized duck or 100 duck-sized horses?”). Despite its growing popularity, there is no empirical research on the organizational impact of these unusual questions. In this paper, we introduce Oddball Personality Questions (OPQs) and a theoretical model of its impact on recruitment. We test our theoretical model in two studies. In Study 1 (n = 275), we found that compared to traditional interview questions, people judged OPQs to be less useful, but more likable. The negative effect of decreased usefulness judgments on organizational attraction was offset by the positive effect of increased likability judgments. Participants were not more attracted to organizations that asked OPQs. In Study 2 (n = 266), using a multi-wave time-lagged study, we find job seekers with a greater sense of humor reported more favorable reactions toward oddball personality questions and subsequent attraction to the organization. Despite the double-edged nature of OPQs for recruitment, we believe that its limitations outweigh the benefits. Until the validity of OPQs as an assessment tool is established, its use in employment interviews remains dubious and cannot be recommended.

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

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.

Research on the Structure of College Students’ Identification Towards University Organizations

The organizational changes in modern universities have made the relationship between students and universities more and more complex and diverse. It’s of great significance to investigate and understand the ways and extent of students’ identification towards organizations in universities. It is found through a qualitative research that students’ identification towards university organizations mainly includes four aspects: interest identification, value identification, behavior identification and emotional identification, which are realized through eight paths: organizational attraction, individual subjectivity, consistency between individuals and organization, organizational participation, conformity, a harmonious interpersonal relationship, sense of belonging and identity perception.