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A cultural pluralism climate values differences between groups and fosters learning about different cultures. This study investigated the relation between four facets of cultural pluralism climate (learning about multicultural topics, learning about intercultural relations, interest shown by teachers, interest shown by non‐immigrant students) and immigrant students' self‐esteem, academic self‐concept, achievement and perceived discrimination. We furthermore tested whether academic self‐concept, self‐esteem, and perceived discrimination mediated the relation between the four facets and achievement. Relying on a sample of 700 immigrant students (Mage = 12.62 years; SD = 1.12; 45.4% female) from 87 Austrian secondary school classes, all effects were estimated at two levels (L1, individual student level; L2, classroom level) in multilevel mediation models. It was shown that learning about multicultural topics and intercultural relations, and interest shown by teachers positively predicted academic self‐concept and self‐esteem at L1. Learning about intercultural relations negatively predicted discrimination at L1. At L2, learning about intercultural relations positively predicted academic self‐concept and negatively predicted perceived discrimination. None of the facets predicted achievement at L1 and L2. However, academic self‐concept (positively) and self‐esteem (negatively) fully mediated the effect of learning about multicultural topics, learning about intercultural relations, and interest shown by teachers on achievement at L1. [ABSTRACT FROM AUTHOR]

This study analyzed student perceptions of diversity climate factors in a Hispanic Serving Institution (HSI). The climate of respect, perceived value of diversity on campus, and interracial interactions with faculty and staff were explored to determine their effects on institutional affiliation/pride and intentions to remain and graduate. Results indicated that the three factors of diversity climate affect institutional affiliation/pride and intentions to stay and graduate for Latinx students. [ABSTRACT FROM AUTHOR]

Orientation: South Africa had a distinctive diversity environment with unique diversity-related challenges. Researchers and practitioners required a validated diversity climate instrument that can be used to examine diversity management observations in a South African setting. Research purpose: The objective of this study was to address a research opportunity to source, test and validate a diversity climate instrument for the South African environment. Motivation for the study: Studies examining the conceptualisation, validation and measurement invariance of a diversity climate instrument for the South African environment do not yet exist. Research approach/design and method: A quantitative approach with cross-sectional design was utilised. A total of 323 respondents from a convenience sample formed part of this study. Statistical analysis included reliability, validity and measurement invariance computations. Main findings: An applicable one-dimensional diversity climate assessment instrument was identified from literature. This study found evidence indicating that the instrument was reliable and valid across white and African population groups. Practical/managerial implications: The assessment of diversity climate will be an accurate indication on how well an organisation is managing diversity. A validated measuring instrument will be a valuable managerial tool for any South African organisation, which can assist with future decision making. Contribution/value-add: This study was able to source and validate a diversity climate measuring instrument for a unique diversity setting, such as South Africa. [ABSTRACT FROM AUTHOR]

Purpose - Diversity management is gaining attention in the organizations. This study aims to theorize and test a model linking efforts to support diversity and organizational value of diversity with job satisfaction and organizational identification and to propose that these relationships are mediated by an organization's diversity climate. Design/methodology/approach - Employee survey was used to collect data from employees at an Australian manufacturing organization. Structural equation modelling in AMOS was performed for the proposed model, controlling for age and gender. Findings - The mediating role of diversity climate in the relationship of organizational value of diversity and outcomes (job satisfaction and organizational identification) is significant. The authors discuss theoretical, research and practical contributions. Originality/value - The present study extends the literature by testing a mediation model derived from the signalling and social exchange theories. [ABSTRACT FROM AUTHOR]

Orientation: Organisations are continuously diversifying their workforces and require information on how to benefit from positive diversity-related outputs. Servant leadership might provide a solution to improve diversity-related outputs. Literature proposes that servant leadership, diversity climate and employee outputs are related; yet, literature is silent on how these observations would operate in a transitional environment where organisations are intentionally attempting to correct inherited workforce imbalances. Research purpose: The study examined indirect effects of diversity climate on the relationship between servant leadership and employee attitudes. Motivation for the study: Examinations of the indirect effects of diversity climate are limited. Method: A quantitative approach with cross-sectional design collected 230 responses from a convenience sample. Respondents completed assessments for servant leadership, diversity climate, organisational commitment, job satisfaction and intention to quit. Statistical analysis included descriptive statistics, correlational analysis and three independent mediation models. Main findings: Servant leadership and diversity climate are positively associated with organisational commitment, job satisfaction, and non-intention to quit. Servant leadership demonstrated a direct effect on diversity climate, organisational commitment, job satisfaction and non-intention to quit. Diversity climate had a positive impact on organisational commitment. Servant leadership demonstrated an indirect effect on organisational commitment via diversity climate. Practical implications: The improvement of organisational commitment cannot only rely on servant leadership; a conducive diversity climate is also required. Contribution and value-added: The examination contributes towards limited diversity climate research with evidence of the indirect capacity of diversity climate.

The study examined the mediation effect of diversity climate on the relationship between servant leadership and organisational citizenship behaviour (OCB). Participants were a convenience sample of 262 employees from South African financial, industrial, manufacturing, and retail sectors (male = 52.9%; white = 69.3%; postgraduate university degree holders = 35.4%). The employees completed measures for servant leadership, diversity climate, and OCB. Simple mediation model analysis using PROCESS indicated servant leadership to improve employees' perceptions of diversity climate and OCB. Perceived servant leadership demonstrated a significant indirect effect on employees' OCB through diversity climate. We conclude that servant leadership symbolises an ethical component that would improve employees' OCB through a conducive diversity climate. [ABSTRACT FROM AUTHOR]

The purpose of this paper was to examine the institutional conditions and educational practices associated with the development of first-year students' capacities to script their own religious, spiritual, and worldview narratives through exposure to and thoughtful reflection on encounters with diverse others. We longitudinally administered a theoretically-derived and empirically-validated measure of interfaith learning and development to 7,194 first-year students enrolled in one of 122 institutions. In addition, we weighted data to reflect national demographic presentations for first-year students and used hierarchical linear modeling to account for students nested within institutions. Results indicated that development gains were related to institutional interfaith commitments, including the provision of opportunities for students to participate in at least two formal interfaith co-curricular experiences during the first year in college. [ABSTRACT FROM AUTHOR]

We examined whether German adolescents who participated in an adapted 8‐week school‐based intervention, the Identity Project, reported greater changes in heritage and global identities and perceptions of classroom cultural climate. We used a longitudinal, wait‐list control design pooling eight classrooms across the school years of 2018–2019 and 2019–2020. The sample included 195 seventh graders (Mage = 12.35 years, SD =.79, 39% female, 83% of migration background). Findings showed moderate support for more heritage identity exploration and greater perceptions of unequal treatment and critical consciousness climate in the intervention group. There were also important differences across conditions regarding how identity and climate related to adolescent outcomes. We conclude that the Identity Project can be adapted and applied in other cultural contexts such as Germany. It provides a necessary space for adolescents to engage in discussions about diversity, cultural heritage, social inequities, and their relevance to one's identities. [ABSTRACT FROM AUTHOR]

Research on Intergroup Contact Theory has suggested that more positive environments develop when individuals have greater exposure to diverse groups, though minority students and White students often report different experiences. Literature on higher education institutions has largely been relegated to studies on predominantly White institutions. This study was designed to address that gap by assessing the diversity climate at a large, recently consolidated multi-campus university. Comparisons were made between the two main campuses, one a predominantly White campus (PWC) and the other a more racially diverse campus (DivC). The Diverse Learning Environments survey was administered to 2582 undergraduate students to assess perceptions of diversity climate, racial harassment and campus hostility, likelihood of attrition, satisfaction with the university, and perceptions of professor effectiveness. Results indicated that experiences of harassment correlated with dissatisfaction with the campus and lower perceptions of institutional devotion to diversity, and a greater likelihood that students would choose to transfer. Campus differences in diversity climate are also explored. Views of diversity climate were correlated with perceptions of their professors' effectiveness. As more colleges across the US continue to consolidate into larger, multi-campus universities, it is essential to consider the diversity climate across campuses with varying demographics and cultures. [ABSTRACT FROM AUTHOR]

Diversity, a major societal force that exerts an important influence on contemporary workplaces, may play a role in shaping present-day workers' psychological contracts. In two studies, we explored diversity as an ideological commitment in psychological contracts and its impacts on workers and organizations. In Study 1, a three-wave longitudinal study following workers from pre- to post-hire, organizations' use of diversity recruitment was positively associated with job-seekers' perceptions that ideological diversity climate promises were made pre-employment. In addition, we found that subsequent perceptions of breaching these promises have negative effects on worker attitudes and behaviours above and beyond the consequences of traditional (i.e., transactional and relational) psychological contract breach. Unexpectedly, fulfilment and breach of ideological diversity climate promises were more weakly related to racial minority than majority group workers' attitudes and behaviours. In Study 2, using both between- and within-person experimental designs, we largely replicate this counter-intuitive moderating effect and uncover that racial minority versus majority workers' differential reactions can be explained by their prior experiences with racial discrimination. Our work substantiates that diversity is an important ideological commitment and provides novel insights as to the mechanisms and consequences of ideology for workers' psychological contracts. [ABSTRACT FROM AUTHOR]

Within Europe, and, indeed, globally, it would seem that for many people a renewed significance now attaches to their national identities. Although ongoing tendencies of re-nationalization and national protectionism are observable in many countries worldwide, management research and organization studies have largely overlooked this phenomenon until now. While previous research on origin-based exclusion in the workplace has primarily focused on "culture" and "race", this article for the first time, centers on the political concept of "nationality". Broadening the unidimensional understanding of diversity climates, we derive and validate a two-dimensional nationality-based organizational climate inventory (NOCI), consisting of the distinct dimensions "social exclusion" and "job- and career-related exclusion". While "social exclusion" has a direct positive impact on the foreign employees' intention to leave, the positive impact of "job confinement" is mediated by the affected individual's decline in "organizational commitment". [ABSTRACT FROM AUTHOR]

The study sought to investigate the mediating effect of diversity climate on the relation between a destructive leadership style and employee attitudes of organisational commitment, job satisfaction, and intention to quit. Participants were employees from the financial, banking, retail, and manufacturing sector in Gauteng province, South Africa (N = 230). The employees completed measures of autocratic leadership, diversity climate, job satisfaction, intentions to quit, and commitment. Simple mediation analysis revealed a pro-diversity climate to mediate the relationship between non-destructive leadership, organisational commitment, and job satisfaction. Non-destructive leadership predicted a constructive diversity climate, lower levels of intention to quit, higher levels of job satisfaction, and improved organisational commitment. Non-destructive leadership was conducive to diversity climate improving on employee organisational commitment and job satisfaction. [ABSTRACT FROM AUTHOR]

Orientation: Organisations are consistently changing and diversifying; therefore, researchers and practitioners are viewing diversity as an essential part of organisational behaviour literature and practice. Research purpose: The purpose of this study was to investigate a simple mediation model, with the diversity climate as the proposed mediator, transformational leadership as the model antecedent and organisational commitment as the outcome. Motivation for the study: The South African diversity climate research is limited, including mediation investigations. Increased organisational diversification requires constant and relevant information with regard to diversity management. Research approach/design and method: A quantitative approach using a cross-sectional design collected 230 responses from a convenience sample. Transformational leadership was considered through six key behaviours associated with transformational leadership. Organisational commitment was considered as per the Psycones questionnaire and the organisational diversity climate was determined using a single-dimension diversity climate instrument. Statistical analysis included descriptive statistics, correlation analysis and a simple mediation model. Main findings: Correlation results revealed that both transformational leadership and a diversity climate demonstrated practical effects with organisational commitment. Results from a standardised regression coefficient confirmed that transformational leadership predicts the diversity climate significantly. Both transformational leadership and diversity climate predicted commitment. The simple mediation model revealed that the diversity climate can be considered a mediator in the relationship between transformational leadership and employee commitment. Practical/managerial implications: Organisations would benefit from leadership assessments for current and future employees, especially organisations that would like to prioritise a constructive diversity climate and employee commitment. Contribution/value-add: Contributions are made towards limited diversity climate investigations by providing empirical evidence of the mediating role of a diversity climate.

At present, individuals increasingly have to take ownership of their working lives. This situation requires them to self-manage and plan their careers. However, individuals’ career management does not happen in a vacuum. Studies have therefore stressed the importance of organizations introducing Sustainable Human Resource Management to share the responsibility for individuals’ employability. This is expected to motivate especially disadvantaged workers, such as older workers (≥ 50 years) and those working in lower-skilled jobs, to work longer across the life-span. In view of the growing scholarly and societal attention for Sustainable Career Development (SCD), the present study examines the relationships between workers’ chronological age (comparing older workers with younger and middle-aged groups, respectively) and dimensions of self-reported employability, and how perceptions of negative (meta-)stereotyping regarding older workers’ productivity, reliability, and personal adaptability moderate these relationships. To examine how possible underlying psychological mechanisms can affect individuals’ labor market decisions and behaviors, we developed hypotheses derived from socio-emotional selectivity and self-categorization theory, which we tested using data collected among supermarket workers in various age groups (N = 98). Moderated regression analyses showed that, in line with our hypotheses, perceptions of negative age-based (meta-)stereotyping amplifies the negative effect of older workers’ age on their self-perceived employability. In particular, we found that: (1) the older worker group reported lower levels of three of the distinguished employability dimensions (i.e., anticipation and optimization, corporate sense, and balance, but not occupational expertise and personal flexibility) and (2) perceptions of stronger negative (meta-)stereotypes regarding older workers in the organization had a moderating effect on the relationship between age group and four of the distinguished employability dimensions (i.e., occupational expertise, anticipation and optimization, corporate sense, and balance, but not personal flexibility). We conclude that age group membership as well as negative age-based (meta-)stereotypes deter older workers from enhancing their employability, which may potentially impact their career decisions and opportunities, especially in view of swift changing labor market demands. We argue, therefore, that Sustainable HR practices should focus on opposing negative age-based (meta-)stereotyping and on creating an inclusive work climate, meanwhile enhancing workers’ ambitions and career opportunities over the life cycle.

This study investigated the relationship between transformational leadership, diversity climate, and job satisfaction in a selection of South African companies. Participants were a convenience sample of 263 employees from the Gauteng Province (white = 69.3%). They completed measures for transformational leadership, diversity climate, and job satisfaction. Structural Equation Modelling analysis revealed transformational leadership to directly predict job satisfaction and diversity climate, and to mediate the relationship between transformational leadership and job satisfaction. Moreover, transformational leadership directly and positively predicted quality of workplace diversity climate. Future leaders and managers should leverage an organisation's diversity climate for job satisfaction applying transformational leadership strategies. [ABSTRACT FROM AUTHOR]

Abstract Feeling fairly treated and valued irrespective of their diverse backgrounds, employees may develop their passion for their work and engage in service innovation. This study seeks to understand how diversity climate can make variance in service innovative behavior among employees in the tourism industry. Utilizing the data from managers and their employees from tour companies across two countries (Vietnam and Brazil), this research provided cross-national evidence for the positive nexus between diversity climate and employees' service innovative behavior. Two types of work passion, harmonious passion and obsessive passion, were found to mediate such a relationship. Furthermore, group diversity in terms of openness to experience demonstrated interactive effects with diversity climate to further foster service innovative behavior among employees in both samples whereas the interactive effects of expertise diversity and diversity climate was found only in the Brazilian sample. Highlights • Provided cross-national evidence for the nexus between diversity climate and employees' service innovative behavior. • Cast light on the role of harmonious passion and obsessive passion in mediating such a relationship. • Demonstrated the interactive effects of group diversity and diversity climate on fostering service innovative behavior. • Revealed the interactive effects of openness diversity and diversity climate in both Brazilian and Vietnamese samples. • Demonstrated the interactive effects of expertise diversity and diversity climate only in the Brazilian sample. [ABSTRACT FROM AUTHOR]

One underexplored question in the representative bureaucracy literature is whether public employees advocate for their demographic groups at the expense of other groups or their organizational roles. Many studies have focused on the link between passive representation, or the extent to which the public workforce reflects the demographic characteristics of its clients, and active representation, or the extent to which policies advance the interests of those people. However, little research has been done on whether and when increased representation by a certain group enhances overall organizational performance. This study examines the relationship between racial minority representation in U.S. federal agencies and the agencies' goal achievement while considering the moderating role of organizational mission and diversity climate. The panel data analysis shows that increased minority representation lowers agencies' goal achievement. However, a positive relationship exists between the two in agencies that mainly work to promote social equity for disadvantaged populations and foster a positive diversity climate in the workplace. These findings suggest that racial minority employees can better contribute to organizational success in agencies where they balance advocacy and organizational roles well and they are treated fairly and respectfully. [ABSTRACT FROM AUTHOR]

Summary: We develop and test an organizational‐level model of the consequences of diversity climate for company performance. Drawing from affective events theory and the organizational climate literature, we highlight the role of idiosyncrasies in employees' diversity climate perceptions. Specifically, we consider diversity climate strength (i.e., agreement in employees' climate perceptions) as a boundary condition of diversity climate's organizational‐level effects and expect high climate strength to be particularly beneficial in demographically diverse organizations. Moreover, we introduce collective positive affect as an underlying mechanism of diversity climate's conditional effects on company performance. Hypotheses are tested in a study of 82 German small‐and‐medium‐sized companies with 13,695 surveyed employees. Results show a moderated mediation relationship where diversity climate is only positively related to organizational performance (via collective positive affect) at relatively high diversity climate strength. Although this finding holds for both demographically diverse and homogeneous organizations, post hoc analyses provide initial evidence that a strong climate only helps to realize the effects of diversity climate on collective positive affect when members of age‐ and gender‐related demographic subgroups converge in their climate perceptions. Our study contributes to a better understanding of diversity climate as an effective lever for managing diversity. [ABSTRACT FROM AUTHOR]

Objectives: The current study presents a comprehensive framework of campus racial climate and tests the validity and reliability of a new measure, the School Climate for Diversity Scale-College, in three independent samples. The scale measures 10 dimensions of campus racial climate in the two domains of intergroup interactions (frequency of interaction, quality of interaction, equal status, support for positive interaction, and stereotyping) and campus racial socialization (cultural socialization, mainstream socialization, promotion of cultural competence, colorblind socialization, and critical consciousness socialization).Method: Participants were college students drawn from an online task system and a public university on the West Coast.Results and Conclusions: Study 1 provided evidence of reliability and validity with existing measures of college climate, whereas Study 2 provided evidence of factor stability through exploratory factor analysis as well as additional evidence of discriminant and concurrent validity. Finally, Study 3 replicated the factor structure of Study 2 and provided further evidence of validity. (PsycINFO Database Record (c) 2019 APA, all rights reserved). [ABSTRACT FROM AUTHOR]

At present, individuals increasingly have to take ownership of their working lives. This situation requires them to self-manage and plan their careers. However, individuals' career management does not happen in a vacuum. Studies have therefore stressed the importance of organizations introducing Sustainable Human Resource Management to share the responsibility for individuals' employability. This is expected to motivate especially disadvantaged workers, such as older workers (≥ 50 years) and those working in lower-skilled jobs, to work longer across the life-span. In view of the growing scholarly and societal attention for Sustainable Career Development (SCD), the present study examines the relationships between workers' chronological age (comparing older workers with younger and middle-aged groups, respectively) and dimensions of self-reported employability, and how perceptions of negative (meta-)stereotyping regarding older workers' productivity, reliability, and personal adaptability moderate these relationships. To examine how possible underlying psychological mechanisms can affect individuals' labor market decisions and behaviors, we developed hypotheses derived from socio-emotional selectivity and self-categorization theory, which we tested using data collected among supermarket workers in various age groups (N = 98). Moderated regression analyses showed that, in line with our hypotheses, perceptions of negative age-based (meta-)stereotyping amplifies the negative effect of older workers' age on their self-perceived employability. In particular, we found that: (1) the older worker group reported lower levels of three of the distinguished employability dimensions (i.e., anticipation and optimization, corporate sense, and balance, but not occupational expertise and personal flexibility) and (2) perceptions of stronger negative (meta-)stereotypes regarding older workers in the organization had a moderating effect on the relationship between age group and four of the distinguished employability dimensions (i.e., occupational expertise, anticipation and optimization, corporate sense, and balance, but not personal flexibility). We conclude that age group membership as well as negative age-based (meta-)stereotypes deter older workers from enhancing their employability, which may potentially impact their career decisions and opportunities, especially in view of swift changing labor market demands. We argue, therefore, that Sustainable HR practices should focus on opposing negative age-based (meta-)stereotyping and on creating an inclusive work climate, meanwhile enhancing workers' ambitions and career opportunities over the life cycle. [ABSTRACT FROM AUTHOR]

Orientation: Organisations are consistently changing and diversifying; therefore, researchers and practitioners are viewing diversity as an essential part of organisational behaviour literature and practice. Research purpose: The purpose of this study was to investigate a simple mediation model, with the diversity climate as the proposed mediator, transformational leadership as the model antecedent and organisational commitment as the outcome. Motivation for the study: The South African diversity climate research is limited, including mediation investigations. Increased organisational diversification requires constant and relevant information with regard to diversity management. Research approach/design and method: A quantitative approach using a cross-sectional design collected 230 responses from a convenience sample. Transformational leadership was considered through six key behaviours associated with transformational leadership. Organisational commitment was considered as per the Psycones questionnaire and the organisational diversity climate was determined using a single-dimension diversity climate instrument. Statistical analysis included descriptive statistics, correlation analysis and a simple mediation model. Main findings: Correlation results revealed that both transformational leadership and a diversity climate demonstrated practical effects with organisational commitment. Results from a standardised regression coefficient confirmed that transformational leadership predicts the diversity climate significantly. Both transformational leadership and diversity climate predicted commitment. The simple mediation model revealed that the diversity climate can be considered a mediator in the relationship between transformational leadership and employee commitment. Practical/managerial implications: Organisations would benefit from leadership assessments for current and future employees, especially organisations that would like to prioritise a constructive diversity climate and employee commitment. Contribution/value-add: Contributions are made towards limited diversity climate investigations by providing empirical evidence of the mediating role of a diversity climate. [ABSTRACT FROM AUTHOR]

Although intergroup conflict caused by demographic differences in organizations disrupts social interactions between employees, little empirical research has been conducted to understand how to effectively manage demographic diversity in the public workforces. By combining two theories of diversity and inclusion, this article explores the independent and joint effects of three dimensions of demographic diversity (gender, race, and age) and a diversity climate on organizational social capital in the US federal government. Statistical analysis shows a negative relationship between age diversity and organizational social capital and a contrasting positive relationship between a diversity climate and social capital. More important, the diversity climate as a key moderator conditions the impact of racial diversity and age diversity on social capital. The findings suggest the importance of a supportive diversity climate in improving the quality of social relationships within demographically diverse organizations. [ABSTRACT FROM AUTHOR]

This article examines the psychological processes through which diversity climate influences the work attitudes of refugee employees in Australia, and the conditional effects of ethnic identity on the relationship between diversity climate and work attitudes. Drawing on survey data from 135 refugees in employment in Australia, diversity climate was found to positively influence the affective organizational commitment of refugee employees through enhancing their psychological capital. The influence of diversity climate on both affective organizational commitment and turnover intentions through psychological capital was also found to be stronger when employees identify more with their ethnic group (ethnic identity). These findings are consistent with the predictions of conservation of resources theory (COR) and rejection sensitivity theory. [ABSTRACT FROM AUTHOR]

Background: Cultural competency or the ongoing capacity of health care systems to provide for high-quality care to diverse patient populations (NationalQuality Forum, 2008) has been proposed as an organizational strategy to address disparities in quality of care, patient experience, and workforce representation. But far too many health care organizations still do not treat cultural competency as a business imperative and driver of strategy. Purposes: The aim of the study was to examine the impact of a systematic, multifaceted, and organizational level cultural competency initiative on hospital performance metrics at the organizational and individual levels. Methodology/Approach: This demonstration project employs a pre-post control group design. Two hospital systems participated in the study. Within each system, two hospitals were selected to serve as the intervention and control hospitals. Executive leadership (C-suite) and all staff at one general medical/surgical nursing unit at the intervention hospitals experienced a systematic, planned cultural competency intervention. Assessments and interventions focused on three organizational level competencies of cultural competency (diversity leadership, strategic human resource management, and patient cultural competency) and three individual level competencies (diversity attitudes, implicit bias, and racial/ethnic identity status). In addition, we evaluated the impact of the intervention on diversity climate and workforce diversity. Findings: Overall performance improvement was greater in each of the two intervention hospitals than in the control hospital within the same health care system. Both intervention hospitals experienced improvements in the organizational level competencies of diversity leadership and strategic human resource management. Similarly, improvements were observed in the individual level competencies for diversity attitudes and implicit bias for Blacks among the intervention hospitals. Furthermore, intervention hospitals outperformed their respective control hospitals with respect to diversity climate. Practice Implications: A focused and systematic approach to organizational change when coupled with interventions that encourage individual growth and development may be an effective approach to building culturally competent health care organizations. [ABSTRACT FROM AUTHOR]

Background The conceptualization of the role of race and culture in students' experience of school has been limited. This study presents a more comprehensive and multidimensional framework than previously conceptualized and includes the two domains of (1) intergroup interactions (frequency of interaction, quality of interaction, equal status, and support for positive interaction) and (2) school racial socialization (cultural socialization, mainstream socialization, promotion of cultural competence, colourblind socialization, critical consciousness socialization, and stereotyping) (Byrd, 2015, Journal of Educational Research, 108, 10). Aims The scale presents a measure of school racial climate for middle and high school students and tests for evidence of reliability and validity in two independent, nationwide samples. Sample and method Participants were 819 children aged 12-18 ( M = 15.27, SD = 1.58) who completed the School Climate for Diversity - Secondary Scale and a number of validating measures: general school climate, perceived discrimination, culturally responsive teaching, grades, and academic motivation. Results and conclusions Confirmatory factor analyses and reliability analyses showed support for the 10-factor structure of the scale, and the subscales were associated with the validating measures in expected ways. [ABSTRACT FROM AUTHOR]

This study explores the experiences of lesbian couples as they move through the different stages of pregnancy and re-enter the workforce after maternity leave. The study draws on semi-structured in-depth interviews conducted at three points in time: middle and late pregnancy and after the return to work. The findings suggest that the transition to motherhood is a complex process for lesbian women and that this experience differs for the birth versus the non-birth mother depending on whether there is a positive or negative diversity climate in their workplace. Our analysis revealed that the birth mother is better equipped to ‘claim’ her maternal identity and feels ‘validated’ as she discloses her pregnancy, transitions to motherhood, and returns to work, whereas the non-birth mother experiences greater difficulty. We also found that the ability to disclose and feel validated as a new mother freely at work was tied to the level of ‘outness’ at work and thus, experiences differed depending on how the interviewees perceived the diversity climate in their organization. [ABSTRACT FROM AUTHOR]

The current paper examines antecedents and consequences of perceiving conflict between gender and work identities in male-dominated professions. In a study among 657 employees working in 85 teams in the police force, we investigated the effect of being different from team members in terms of gender on employees’ perception that their team members see their gender identity as conflicting with their work identity. As expected in the police force as a male-dominated field, the results showed that gender-dissimilarity in the team was related to perceived gender-work identity conflict for women, and not for men. In turn, perceiving gender-work identity conflict was related to lower team identification for men and women. Although lowering team identification might enable employees to cope with conflicting social identities and hence protect the self, this may also have its costs, as lower team identification predicted higher turnover intentions, more burn-out symptoms, less extra role behavior, lower job satisfaction, lower work motivation, and lower perceived performance. Additionally, for women, experiencing support from their team members and team leader showed a trend to mitigate the relationship between gender-dissimilarity and perceived gender-work identity conflict, and a positive diversity climate was marginally related to less perceived gender-work identity conflict. The results show the importance of the team context in shaping a climate of (in)compatible identities for numerically underrepresented and historically undervalued social group members in order to hinder or protect their work outcomes.

We investigated how and when gender dissimilarity relates to two highly important individual work outcomes: social inclusion and absenteeism. We collected survey data among 397 employees from a university of applied sciences and combined these with data from the organization's personnel administration. Our results indicate that dissimilarity was negatively related to perceived work group inclusion. In addition, this negative effect was stronger when the group was perceived to have a negative diversity climate. Finally, there was a conditional indirect effect of gender dissimilarity on absenteeism through inclusion. That is, being different from other group members in terms of gender was associated with higher absenteeism through lower levels of perceived inclusion, but only when the group was perceived to have a negative diversity climate. Together, the present research demonstrates that sometimes being different is associated with more absences and underlines the importance of establishing a positive climate for gender diversity. [ABSTRACT FROM AUTHOR]

Despite corporate investments in diversity management programs, there is a dearth in the literature that examines managers' attitudes toward diversity management practices. This is a glaring gap in the literature because the success of diversity management programs is highly depend on managers. A survey was distributed to hotel managers from properties in the southern United States. The results showed that psychological diversity climate predicted the perceived utility and importance of diversity management, and these relationships were mediated by the fairness of diversity management. These results suggest that psychological diversity climate has an impact on attitudes toward diversity management practices. [ABSTRACT FROM PUBLISHER]

Stakeholder theory has received greater scholarly and practitioner attention as organizations consider the interests of various groups affected by corporate operations, including employees. This study investigates two dimensions of psychological climate, specifically perceived pay equity and diversity climate, for one such stakeholder group: racioethnic minority professionals. We examined the main effect of U.S. professionals' of color pay equity perceptions, and the influence of perceived internal and external pay equity on turnover intentions. We also investigated the interactive effect of perceptions of pay equity and diversity climate on turnover intentions. Results indicated that pay equity perceptions were negatively associated with turnover intentions. Our findings showed that perceptions of internal pay equity influenced turnover intentions but perceptions of external equity did not. Further, perceptions of pay equity and the diversity climate interactively influenced turnover intentions. Participants who reported an unfavorable diversity climate and a low perceived pay equity were most likely to report turnover intentions. Simple slope analysis for moderate pay equity also was significant. When perceived pay equity was high, favorability of the diversity climate did not affect turnover intentions. The findings have useful practical implications. When pay was perceived as equitable, participants appeared to pay less attention to the diversity climate. Employee pay equity perceptions may be malleable; sharing information with employees about pay levels during performance reviews may enhance perceptions of pay equity. The findings suggest that, consistent with stakeholder theory, organizations should attend to perceptions of both pay equity and diversity climate when striving to minimize the turnover intentions of professionals of color. [ABSTRACT FROM AUTHOR]

The Diversity Climate Scale is a questionnaire developed in the U.S. for the investigation of employees' shared perceptions about their organizational context related to women and minorities. The measure was not used in the European context yet. The psychometric properties of the Italian adaptation of the Mor Barak, Cherin and Berkman Diversity Climate Scale were investigated in this work by using a sample of Italian (n = 395) white-collar and blue-collar employees. A pilot study to make the scale suitable for the Italian context was conducted using the cognitive interview technique. Then a series of multiple-group confirmatory factor analyses was performed. The results showed that a three-factor solution best fit the data, using only 12 items of the original scale. The analyses supported factor variance and factor covariance equivalence in addition to metric equivalence. Internal consistency of the scale was good. Discriminant validity between latent factors and Criterion validity were supported. [ABSTRACT FROM AUTHOR]

The current paper examines antecedents and consequences of perceiving conflict between gender and work identities in male-dominated professions. In a study among 657 employees working in 85 teams in the police force, we investigated the effect of being different from team members in terms of gender on employees' perception that their team members see their gender identity as conflicting with their work identity. As expected in the police force as a male-dominated field, the results showed that gender-dissimilarity in the team was related to perceived gender-work identity conflict for women, and not for men. In turn, perceiving gender-work identity conflict was related to lower team identification for men and women. Although lowering team identification might enable employees to cope with conflicting social identities and hence protect the self, this may also have its costs, as lower team identification predicted higher turnover intentions, more burn-out symptoms, less extra role behavior, lower job satisfaction, lower work motivation, and lower perceived performance. Additionally, for women, experiencing support from their team members and team leader showed a trend to mitigate the relationship between gender-dissimilarity and perceived gender-work identity conflict, and a positive diversity climate was marginally related to less perceived gender-work identity conflict. The results show the importance of the team context in shaping a climate of (in)compatible identities for numerically underrepresented and historically undervalued social group members in order to hinder or protect their work outcomes. [ABSTRACT FROM AUTHOR]

This study aimed to classify the sub-factors of diversity climate and to investigate the functions and relationships between diversity-related Human Resource (HR) systems. We conducted an online survey of 618 employees working for diverse organizations. First, we made a scale of diversity climate composed of 5 subfactors. The results of correlation analyses with HR systems showed that the most flexible working systems, such as short-time and flextime systems, were positively correlated with diversity climates, whereas systems like child-care leave were both positively and negatively correlated. Second, the moderation effects of diversity climate on workplace gender diversity were examined. Workplace gender diversity was seen to be a cause for higher turnover intention and lower work motivation among employees, unless they perceived diversity climate at their workplaces. The climate of inclusion for work style diversity seemed particularly important. [ABSTRACT FROM AUTHOR]

This study targeted permanently employed staff of a specifc business unit (campus) of a South African university to explore the relationship between employees' perceived levels of trust in their immediate line manager/supervisor and the overall perceptions of the diversity climate within the business unit. South Africa recently celebrated 20 years of democracy. Although racism and discrimination should have no place in our democracy, current widespread unrest on university campuses suggests that big and enduring challenges of transformation are not easily resolved. Clearly, much still remains to be done in order to accelerate transformation in our higher education system. A critical question that arises is how change can be brought about in a cost effective and sustainable way. In view of steadily growing incidents of often violent unrest on university campuses, it therefore seems appropriate that researchers should evaluate how far South Africa has really come by considering the extent to which different business units of universities have been able to contribute towards the creation of a prejudice-free and inclusive society and what factors might have an influence within such an environment. Similar to other organisations, a university's diversity climate is a barometer of the extent to which the university has been able to establish an academic environment free of both prejudice and discrimination. A diversity climate of an institution reflects the psychological perceptions, attitudes and beliefs of individuals that also translate into how different groups -- which may include but are not limited to gender, age, racial and ethnic groups -- interact within a specifc organisational context. These psychological and behavioural indicators of a diversity climate affect both individual and organisational performance in a dramatic way and can be either positive or negative in nature. Some previous research studies in the international arena suggest that, to address the challenge of change, organisations should develop quality relationships -- interpersonally, organisationally and inter-organisationally -- and that these can be enhanced by building and developing trust. This is, however, more easily said than done -- especially since the historical context is one where trust between diverse groups has repeatedly been fractured and destroyed over time. Despite the fact that effective diversity management to create prejudice-free and inclusive workplace environments is becoming a growing concern, empirical research on diversity climate is still limited. Even fewer studies have examined the possible relationship between diversity climate and trust. In fact, within a South African context, research on the relationship between various forms of trust and its potential influence on the diversity climate of an organisation is extremely rare. This study took on a quantitative approach to explore the relationship between dyadic trust and the diversity climate. A cross-sectional survey (N = 350) was used to collect data. The questionnaire used in the study was a combination of three previously validated instruments. Diversity climate was defined as the employees' perceptions of the policies and practices that communicate the extent to which fostering diversity and eliminating discrimination are a priority in the organisation. The diversity climate was measured through a previously validated diversity climate assessment instrument that consisted of nine items. The study employed a definition of trust that is widely accepted across disciplines and according to which trust is defined as the willingness of a party to be vulnerable to the actions of another person based on the expectation that the other will perform a particular action important to the trusting party, irrespective of the ability to monitor or control that other party. Because trust is a multi-dimensional, interrelated and complex concept, the dimensions used to measure trust included predictors of trust as well as evidence of actual risk-taking expressed as trusting behaviours. Two previously validated measures of trust were combined in order to measure the trust component in a comprehensive manner. Predictors included eight items to measure the trusting party's propensity, also known as the innate, generalised inclination to trust others, and 16 items were employed to measure perceived trustworthiness as derived from indications of the trusted party's perceived ability (6 items), benevolence (4 items) and integrity (6 items). Trust itself was also measured (4 items) and confirmed by indicators of trusting behaviours such as the willingness to rely on (5 items) and disclose information (5 items) to the trusted party despite the lack of guarantees that one's trust will not be abused. Prior to its operationalisation, the measurement instrument had been translated from English to Afrikaans and Sesotho. Possible errors had been identified and corrected by an independent, professional translator who is fluent in all three languages. Study results indicated that the majority of the employees perceive the diversity climate to be positive and agree that the organisation is committed towards diversity management and eliminating discrimination. A correlation analysis between the dimensions of trust and diversity climate revealed that all of the trust dimensions, except for the propensity towards trust, have some sort of relationship with diversity climate. The results further indicated that the group of employees that only have an education up to matric/grade 12 indicated a higher propensity towards trust compared to the group that has either a diploma or a post-graduate degree. Propensity towards trust and disclosure-based trust dimensions revealed the only noticeable differences between the black and white groups. There was no practical significance within the diversity climate construct for the gender, education, ethnic, employment status or level of employment groups and this should be regarded as a positive result for the institution. The paper concluded with recommendations for future research. [ABSTRACT FROM AUTHOR]

We conducted an experimental study with the aim of testing certain conditions under which engaging with cultural diversity increases creativity among schoolchildren. Results obtained from a sample of 149 Italian elementary schoolchildren revealed that engaging with cultural diversity, operationalized by asking Italian children to work with immigrant children on a cooperative task, led to an increase in creativity. Furthermore, we found that this effect was only present when a communal but not a divisional mindset (emphasizing group distinctions) was present. We discuss theoretical and practical implications of findings. [ABSTRACT FROM AUTHOR]

We provide a theory-driven review of empirical research in diversity climate to identify a number of problems with the current state of the science as well as a research agenda to move the field forward. The core issues we identify include (a) the fact that diversity climate is typically treated as unidimensional, whereas diversity research would suggest that there are two major perspectives that could be reflected in diversity climate—efforts to ensure equal employment opportunity and the absence of discrimination versus efforts to create synergy from diversity; (b) a tendency to let the level of analysis (individual psychological climate or shared team or organizational climate) be dictated by convenience rather than by careful theoretical consideration, thus sidestepping key issues for research concerning the causes and consequences of the sharedness, or lack thereof, of diversity climate perceptions; and (c) the tendency to include diversity attitudes and other nonclimate elements in climate measures even though they are different from climate both conceptually and in their antecedents and consequences. The research agenda we advance suggests a need both for different operationalizations and for new research questions in diversity climate, diversity, and relational demography research. [ABSTRACT FROM AUTHOR]