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In this research, we created and tested the validity of a Marginalized-Group-Focused Diversity Climate Scale (MGF-DCS) following Hinkin's (1998) best practices. Previously, no measure of diversity climate has been validated. Furthermore, addressing challenges concerning the basis of diversity climate perceptions, we reviewed disparate diversity climate definitions and scales to identify its core components and sources, focusing on the treatment of organizational members who identify as marginalized group members. Using full-time employee samples (N = 1639), tests of content validity (study 1), exploratory factor analysis (study 2), confirmatory factor analysis (study 3), convergent and discriminant validity (study 4), and criterion validity (study 5) were conducted. Results suggest that the MGF-DCS comprises three subscales: (1) interpersonal valuing of marginalized groups; (2) organizational representation and inclusion of marginalized groups; and (3) organizational anti-discrimination. Furthermore, the MGF-DCS exhibited measurement invariance across marginalized group identification. In study 5, using the MGF-DCS, we tested how perceptions of diversity climate predict organizational and personal outcomes, as moderated by participants' marginalized group identification. In general, the more participants perceived their workplaces to have a positive diversity climate, the better they saw social dynamics in their workplace (e.g. higher cohesion) and the better their personal outcomes (e.g. lower job stress); in some cases, these benefits were stronger for employees identifying as marginalized group members (e.g. less experienced discrimination). Thus, the MGF-DCS provides a reliable and valid assessment of diversity climate in organizations that can be used to advance theory, research, and diversity management practice. [ABSTRACT FROM AUTHOR]

This study provides an organizational level investigation of the determinants of perceptions of diversity climate among employees. In total, 3,578 employees across 163 hotels provided data. Measures of diversity programs, managerial values and diversity climate were drawn from independent groups of employees. Support was found for the relationship between the deployment of diversity programs and diversity climate. This relationship was moderated by the actual diversity and the collective relational values of the management teams. Further, collective managerial relational values were found to be predictive of the adoption of diversity initiatives. This study provides evidence that though the presence of diversity initiatives was associated with higher levels of diversity climate, this relationship is not straightforward. Organizational attention to contextual factors, including managerial values and levels of minority representation in management, is necessary to enhance the efficacy of these programs. In spite of growth in practitioner and scientific attention, few conclusions are possible regarding the influence of organizational diversity on organizational level outcomes (Jackson et al., J Manage 29:801–830, ). This study responds to recent evidence that diversity climate moderates the relationship between diversity and organizational performance and answers calls for empirical attention to understanding how diversity climates are created and managed (Gonzalez and DeNisi, J Organ Behav 30(1):21–40, ). [ABSTRACT FROM AUTHOR]