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This study sought to advance our understanding of the nexus between policy and ambient discrimination experiences of faculty and the intention to stay among graduate students. To accomplish this, we built on theory and research in higher education by leveraging models from the strategic human resource management (HRM) literature. In doing so, we advanced a novel theoretical model relating faculty perceptions of traditional HRM policies and ambient discrimination to department-level shared perceptions of diversity climate. We further theorized how that shared diversity climate relates to evaluations of graduate students' general campus climate and their intent to stay. We tested this model using a unique multisource, multilevel dataset comprised of 266 university faculty and 569 students who were pursuing graduate degrees across 28 departments at a midsized university located in the Midwest. The results supported the hypothesized model and established the important relationship between the diversity-related work environment experienced by faculty and the experiences and highly consequential outcomes for students and higher education. By bridging the gap between faculty work experiences and student perceptions and retention this study provides both new theoretical insights and important practical suggestions. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

This study examines whether labor force diversity also matters for entrepreneurship in the context of South Korea, with the aim of evaluating the applicability of previous findings from developed Western countries to the growing Asian nations. The results suggest a clear country variance in labor force diversity effects, revealing negative impacts of demographic diversity and insignificance of cultural diversity on entrepreneurship in South Korea, which is in contrast to prior observations in most Western countries. I propose that South Korea's strong societal hierarchy, historical emphasis on ethnic homogeneity, and existing ethnic polarization reduce the nation's openness towards diversity, resulting in unpromising labor force diversity effects on entrepreneurship in South Korea. This research contributes to the current literature by filling the research gap beyond the regional context of developed Western countries and by suggesting possible country variance in labor force diversity effects according to the nation's varying openness towards diversity. [ABSTRACT FROM AUTHOR]

Companies have shown interest in advanced human resource management as a means to secure distinctive competitive advantages for organizational survival and growth through sustainable management systems. Hence, in the current context, where sustainability in business is a growing concern, the objective of this study was to investigate the relationship between high-performance work systems and a company's social performance, taking into account the organizational climate as a situational variable. Specifically, this study aimed to analyze the impact of perceptions of a high-performance work system on the perception of a company's social responsibility (CSR) among employees of Jordanian companies with an organizational size of 300 or more. This study used 175 valid questionnaires, and SPSS and AMOS 24 were used to test the hypotheses. The results showed that there was a positive relationship between the perception of a high-performance work system and the perception of a company's CSR. Furthermore, this study found that a positive diversity climate could enhance the positive relationship between the two. These findings suggest that high-performance work systems can contribute to the development of sustainable human resource management systems and that a positive diversity climate is essential in shaping these systems. Based on these results, it is recommended that companies implement HPWSs and encourage workforce diversity to maximize the value of CSR activities and ensure their sustainability. [ABSTRACT FROM AUTHOR]

Initiatives aimed at fostering diversity in organizations have become an increasingly common means for combatting inequality among demographic groups. There is growing recognition that the success of diversity initiatives is a function of not only the relatively concrete policies they include but also less visible factors, such as the diversity cognitions held by organizational members. Diversity cognitions—and particularly beliefs regarding how to approach diversity and its effects—have received significant scholarly attention and a variety of literatures conclude they are invisible, yet powerful, drivers of diversity, inclusion, and other desirable workplace outcomes. Nevertheless, different diversity cognitions are often studied in isolation of one another, which prevents a full understanding of their nature and outcomes. We review and integrate research on different cognitions regarding how to approach diversity and its effects, with the goal of identifying synergistic opportunities for guiding future research. To this end, we focus on three diversity cognitions: diversity ideologies, diversity beliefs, and diversity climates. We review similarities and differences in how these constructs are conceptualized and studied, as well as in their nomological networks of outcomes and antecedents. We then use our review to identify gaps in current understanding and generate recommendations for guiding future work. Our recommendations focus on enhanced construct clarity, nuance with regard to dimensionality, and understanding of outcomes and antecedents. Deeper understanding of beliefs regarding how to approach diversity and its effects is likely to provide new insight into strategies for fostering workplace diversity and inclusion and thereby help combat inequality. [ABSTRACT FROM AUTHOR]

While benefits of psychological diversity climate have been enumerated in public administration literature, less is known about the effects of diversity climate at the aggregate level. To fill this gap, this study implements a multi-level analytical approach to examine the relationship between workgroup diversity climate and employee organizational identification in the law enforcement sector. To estimate this relationship, I employ a multi-wave population survey data collected from 1,519 employees in 136 units of a law enforcement agency in the United States. Results suggest that workgroup diversity climate was positively associated with organizational identification. However, this relationship was found more salient for White employees than employees of color. This study discusses the implications for public management research and diversity management practices in the public sector. [ABSTRACT FROM AUTHOR]

Despite longstanding recognition that organisations are open systems that are affected by the broader environments in which they are situated, scholars have rarely examined how such macrosocietal conditions may influence processes and experiences within the workplace. Integrating research on selective incivility and mega‐threats, we conceptualise the COVID‐19 pandemic as a racial mega‐threat and examine how this context may challenge organisations' efforts to promote diversity and inclusion. Specifically, we predict that the protective benefits of diversity climate against incivility, an insidious form of modern discrimination incited by the COVID‐19 pandemic, will be weaker for workers of Chinese descent compared to workers from other Asian subgroups, leading to more downstream negative outcomes for this group of workers (i.e., higher turnover intentions, poorer job performance and greater emotional exhaustion). This reflects the fact that workplaces are not impervious to the rising xenophobia toward China and Chinese people, who were particularly blamed and stigmatised for the emergence of this virus, as evident in North American society in early 2020. We found support for our predictions in a three‐wave, time‐separated study of Asian workers (N = 248) in the US and Canada during the first wave of the pandemic. [ABSTRACT FROM AUTHOR]

Existing research has largely acknowledged the importance of context in facilitating voice in culturally diverse institutions. However, most research has been situated empirically at the individual‐ rather than collective or context‐level. In the present research, multilevel modelling was used to examine the effect of school diversity context on students' perceived collective voice. Based on data from 4,690 students within 69 schools in Flanders, Belgium, we examined how multiculturalism policies as well as collectively perceived school climates of respect for diverse cultural groups may facilitate or hinder native and immigrant‐origin students' perceived collective voice. Results showed that diversity climates of respect were related to a greater perceived collective voice among all students, while multiculturalism policies had no effect. Nevertheless, an interplay between policy and climate showed that multiculturalism policy narrowed the gap in perceived collective voice between schools with stronger or weaker diversity climates. These results were robust to alternate indicators of climate and across minority/majority status groups. They raise the question of whether critical consciousness of unequal respect may be a first step in establishing socially just schools where multiculturalism policies value cultural identities and where all students can feel they have a collective voice. Future research directions are discussed. Please refer to the Supplementary Material section to find this article's Community and Social Impact Statement. [ABSTRACT FROM AUTHOR]

Management literature suggests that diverse experiences, perspectives, and backgrounds are crucial to innovation in modern organisations. However, in practice, distinctive backgrounds and experiences may be subject to discrimination, which can act as barriers to securing employment. This study involved 62 in‐depth interviews, 50 with skilled migrants (SMs) and 12 with recruiters, exploring discrimination in recruitment practices experienced by Vietnamese SM job seekers. The findings indicate that while racial discrimination was not considered a significant barrier to employment for Vietnamese SMs, local recruiters did not consider their overseas‐acquired work experience relevant. This excluded them from the recruitment pool. The study calls for more robust measures of inclusion considerations in recruitment and selection processes to be in place. Organisations need to develop a clear recruitment inclusion policy to balance the economic benefits candidates can bring to the organisation soon after joining and the long‐term benefits a diverse workforce creates. [ABSTRACT FROM AUTHOR]

The purpose of this study was to review diversity climate and inclusive climate scales and identify their features. By using three key concepts present in the diversity and inclusion climate literature (fairness, uniqueness, and belongingness), 13 measures were analyzed and summarized according to individual, group, leadership, and organizational levels. Both inclusive and diversity climate measures are based on the assumption that individual differences should be perceived, accepted, and valued in organizations. Inclusive climate measures specifically emphasize how much individuals feel a sense of belongingness to their groups or organizations while still feeling free to maintain and express their differences and uniqueness. Measures for diversity climate focus on the ways in which organizations can support diverse employees and how organizations can provide fair and equal opportunities to employees regardless of their differences. Discussion and implications are presented. [ABSTRACT FROM AUTHOR]

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.

The article examines the ongoing paradigm shift on enhancing diversity climates in Swedish human services organizations. Traditional social policy arrangements based on a monocultural style of service provision has been challenged by the growing need for cultural competence and ethnic sensitivity. A study of cultural competence enhancement finds the recruitment of ethnic social workers to be the most efficient strategy for making social services more culturally sensitive. At both the operational and the managerial level, ethnic staff contribute to regular training and the updating of staff cultural competences, as well as to the strategic diversity plans of entire organizations. [ABSTRACT FROM AUTHOR]

Existing measures of school diversity models use general (abstract) scales to capture how schools approach ethnic-cultural diversity. We argue that it is important to measure such diversity models in (concrete) domain-specific ways. We first constructed a novel domain-specific scale that asks for teachers' perceptions of practices associated with three common cultural diversity models (i.e., assimilationism, color-blindness and pluralism) across four concrete domains (i.e., language, religion, curriculum and identity) in the school context. Using exploratory and confirmatory factor analyses on the responses of 309 Flemish pre- and in-service teachers, we examined whether domain-specific scales fitted the data better than more general scales. In a final step, we examined whether and how teachers' perceptions of domain-specific diversity models were differently related to their personal diversity beliefs, diversity knowledge and self-efficacy beliefs for culturally responsive teaching. We found that domain-specific diversity model scales fitted the data better than more general scales. Moreover, we found that these domain-specific scales were related to personal and educational diversity beliefs, multicultural teaching knowledge, and self-efficacy beliefs in expected directions. Highlighting the importance of a domain-specific approach, we did find that the correlations of diversity models with teacher and personal diversity beliefs were sometimes different depending on the domain in which the diversity model was applied. Together, these results highlight that it is important to capture school diversity models in concrete and domain specific ways. [ABSTRACT FROM AUTHOR]

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 aimed to survey the effect of the variables regarding the group participation such as ethnicity, discrimination and organizational diversity on turnover intention. This study used a meta-analytical perspective. 26 studies were used for the metaanalysis. Comprehensive Meta-Analysis Software (CMA) is used. Heterogeneity analysis and publication bias test are applied. The results showed that ethnic diversity has a small effect on turnover intention and diversity climate has a medium effect on turnover intention. Three relationships were listed in the review part of this study. The results of this study can be used by future researchers who will study similar variables surveyed in this study. Moreover, the managers who determine organizational policies for ethnically diverse organizations can use the information provided by this study.

Over the past two decades, increasing numbers of Bedouin Arab and ultra-Orthodox women have been integrated into the Israeli labor market. The integration of these women from traditional and minority communities into the general workforce involves significant coping on the practical, social, and emotional levels. This study examined factors that may facilitate the integration of college-educated Bedouin Arab and ultra-Orthodox women in the Israeli labor market. The sample included 304 ultra-Orthodox women and 105 Bedouin Arab women, who were employed in a variety of fields. Participants completed questionnaires designed to collect data on demographics, sense of personal coherence (SOC), family quality of life, sense of community coherence (SOCC), diversity climate, inclusive management, job satisfaction, and well-being. The ultra-Orthodox women reported higher levels of most of the resources; whereas the Bedouin Arab women reported higher levels only of inclusive management. Hierarchical regressions showed that income, SOC, and inclusive management each contributed significantly to job satisfaction. Levels of well-being were explained by SOC, family quality of life, and inclusive management. This study highlights the importance of individual, familial, and organizational resources for the integration into the workforce of female members of minority groups. [ABSTRACT FROM AUTHOR]

Copyright of R&S: Research Studies Anatolia Journal is the property of Dr. Arif Yildiz and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The study examined the role of work-place diversity climate in relation to employees' experiences of racial microaggressions (RMAs), their organisational commitment, turnover intentions, job satisfaction, and organisational citizenship behaviour (OCB) in selected South African organisations. The employees (n = 262; male = 52.9%; white = 47.1%) completed the Diversity Perception Scale (DPS), the Daily Life Experience Scale (DLE), and measures for organisational commitment, turnover intentions, job satisfaction, and OCB. Following standardised regression analysis, the results indicated that an inclusive diversity climate was associated with lower employee perceptions of RMAs, reduced turnover intentions, improved job satisfaction, and improved OCB. Experiences of RMA's was directly associated with lower diversity climate, higher turnover intentions, lower job satisfaction, and decreased OCBs. Diversity climate indirectly influenced the relationships between RMA's and employee organisational commitment, turnover intentions, job satisfaction, and OCBs. Female gender and black racial group membership was associated with a lower sense of diversity climate and increased experiences of RMAs. The current findings suggest a need for diversity climate management for enhancing employee work-place well-being. [ABSTRACT FROM AUTHOR]

Grounded in the situational theory of problem-solving (STOPS), two survey studies investigated how racial minority employees in the U.S. perceive and communicate about discriminatory situations within their organizations and how they are related to their engagement levels. Results of Study 1 suggested that experiences of discriminatory acts at work are negatively associated with racial minority employees' engagement, whereas their situational perceptions are positively associated with their communicative behaviors toward direct supervisor and peers. Communicative behaviors with supervisors, not peers, in turn, fostered their engagement. Study 2 replicated and extended Study 1 in different contexts, revealing the moderating role of a diverse climate in affecting employees' situational perceptions about workplace discrimination. Theoretical and practical implications for communication studies are discussed. [ABSTRACT FROM AUTHOR]

The current study examined the relationship between faculty gender diversity (GD) and college and university level outcomes and the role that diversity climate (DC) plays in these relationships in a sample of N = 282 4-year, public and private, non-profit, degree granting institutions in the U.S. Based on social categorization and signaling theories, we hypothesized a negative effect of increasing percentages of female faculty on institutional student graduation and retention rates measured at three points in time. We also hypothesized that these negative effects would be attenuated in higher education institutions with more positive DCs. Results revealed that faculty GD had a consistent linear negative effect on graduation and retention rates with little evidence for a moderating effect of DC. Supplemental analyses using cross-lagged panel analyses on a larger sample of 4-year, public and private, non-profit, U.S. degree granting institutions found that these negative effects were consistent across time, lending support for the causal effect of faculty GD. [ABSTRACT FROM AUTHOR]

Aim: This study investigates which work‐related communication mediates the relationship between diversity climate and psychological empowerment among part‐time nurses. Background: Part‐time nurses' high psychological empowerment is desirable because it may lead to high quality nursing practice. Methods: Anonymous self‐report questionnaires or web‐based surveys were used to measure diversity climate (Climate for Inclusion Scale), psychological empowerment (Japanese version of the Psychological Empowerment Scale) and work‐related communication (scale developed in this study). The respondents were part‐time nurses from departments with shift work in six Japanese hospitals having over 200 beds. The surveys were conducted from September to October 2020. Multiple regression analyses and a significance test of indirect effects were then conducted. Results: Among the work‐related communication components, 'expressing thoughts about their work' fully mediated the relationship between diversity climate and psychological empowerment. Conclusions: It is important for part‐time nurses to be actively 'expressing thoughts about their work' to enhance their psychological empowerment. Positive diversity climate is also important because it allows part‐time nurses to express their thoughts regarding work. Implications for Nursing Management: Managers can enhance part‐time nurses' psychological empowerment by encouraging them to express their work‐related opinions based on the diversity climate. [ABSTRACT FROM AUTHOR]

This study aimed to survey the effect of the variables regarding the group participation such as ethnicity, discrimination and organizational diversity on turnover intention. This study used a meta-analytical perspective. 26 studies were used for the meta-analysis. Comprehensive Meta-Analysis Software (CMA) is used. Heterogeneity analysis and publication bias test are applied. The results showed that ethnic diversity has a small effect on turnover intention and diversity climate has a medium effect on turnover intention. Three relationships were listed in the review part of this study. The results of this study can be used by future researchers who will study similar variables surveyed in this study. Moreover, the managers who determine organizational policies for ethnically diverse organizations can use the information provided by this study. [ABSTRACT FROM AUTHOR]

While the positive diversity climate‐performance relationship has already been widely studied, still little is known about the mechanisms by which this relationship operates. Additionally, very few studies using the diversity climate concept were conducted in Europe, as most diversity climate measures were designed for the US context. We create a new measurement instrument that is not US‐sensitive, based on a new underlying conceptualization. We use this new measure to understand the influence of diversity climate on work role performance in the European context. We test our conceptual model through a cross‐level analysis in a large French organization (N = 509; Nunit = 34). We find that unit‐level diversity climate is positively related to work role performance, and that job satisfaction and affective commitment mediate the diversity climate/work role performance relationship. This study has strong theoretical and managerial implications as it highlights the role of diversity climate on performance behaviors. [ABSTRACT FROM AUTHOR]

It is generally thought that job-related diversity positively affects performance, whereas, bio-demographic diversity negatively affects performance. But various studies show controversial results, therefore, due to this inconsistency, we need to see the relationship between work-related diversity and its impact on various other variables like leader resilience and also test different moderators like diversity climate, etc. to see if the relationship strengthens or weakens. This study analyzed the impact of bio-demographic (gender and age) and job-related (functional) diversity on leader resilience, and whether diversity climate moderators this relationship or not. Using data from different organizational settings of Pakistan, this study found that gender, age, and functional diversity have a positive relationship with leader resilience, on the other hand, diversity climate does not affect leader resilience. [ABSTRACT FROM AUTHOR]

Introduction: Innovative work behavior of nurses is essential to deliver affordable quality healthcare services. Diversity climate and job crafting are a few of the supportive managerial strategies that can be applied to cultivate the innovative capacity of nurses. Objective: Aim for the current study is to: (a) examine the role of diversity climate in cultivating innovative work behavior of nurses directly; and (b) indirectly through job crafting. Methods: For this study data was collected through cross-sectional design employing simple random sampling using structured questionnaires from 283 nurses. Data was analyzed using SPSS.Amos.21. Results: Results revealed the positive influence of diversity climate on innovative work behavior directly (γ = 0.51, p <.001) and indirectly through job crafting (ρ = 0.235, p <.001). Conclusion: The current study revealed that diversity climate significantly influences the innovative work behavior of employees directly and indirectly through Job crafting. Healthcare management can integrate diversity management policies and job crafting techniques in their strategies to foster innovative work behavior of nurses. [ABSTRACT FROM AUTHOR]

Prior research has documented that diversity climate positively influences individual and organizational outcomes. However, there is void in current literature on how gender diversity influences subordinates' perception of a leader's effectiveness. In this paper, the researchers investigated how diversity climate affects the relationship between gender of leader and subordinate perceptions of a leader's effectiveness. To investigate this problem, a convenience sampling method was used to select a gender-diverse faculty members sample at a research university in the southern region of the United States. The researchers analyzed the data using exploratory factor analysis to tease out significant factors that underlie structure of the diversity climate and perceptions of a leaders' effectiveness scales. The data shows that diversity climate correlates with faculty's gender and perceptions of leadership effectiveness. That finding also revealed that diversity climate does affect individual, unit, and/or organizational outcomes. The researchers recommended that additional studies be conducted to further examine diversity climate impact on leadership effectiveness and organizational outcomes as organizations embrace diversity, inclusion and equity. [ABSTRACT FROM AUTHOR]

As the world has turned into a global village, it has created many challenges for human resource departments regarding the management of a diverse workforce in satisfying the employees and creating a diverse yet safe environment for them that does not make them uncomfortable. The current study has investigated the effect of human resource practices on the diversity climate with the mediation of job satisfaction. The data has been collected from human resource personnel of multinationals in China with the help of 316 participants. The study deployed SEM analysis to analyze and measure the effect of training and development along with performance appraisal on the diversity climate. The findings of the study revealed that training and growth or development do not have an impact on the diversity climate, however, performance appraisal has a strong positive impact. Similarly, the mediating role of job satisfaction has been found to ensure the relationship of training and development and performance appraisal with the diversity climate. This study has provided certain implications for the HR managers of multinationals to ensure a secure diversity climate for a diverse workforce. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

Reason of the study is to highlight the impact of diversity management on organizational performance diversity management practice bring new and favorable opportunity in the organization as if there is proper diversity management practices then more able and efficient employees will be hired in the organization from different diversified areas with several difference in demographic factor, especially in hotels there is more scope and demand of diversified workforce, as in hotels customers visit from all over the world with different culture and language so in order to meet all the requirements of customers and make guest comfortable and satisfied it is important to have diversified staff. Therefore an attempt is made to measure all the possible positive and negative impact of diversity management practices on organizational performance specifically in hotel organization. Methodology adapted for this paper is based on literature review done in a systematic manner. Different scientific online databases such as web knowledge, emerald, saga, ProQuest, Science direct are considered in the process of literature. Secondary data was collected from various published and unpublished article, reports, etc. Both government and non-government organizations data were analyzed. diversity management practices, learning organization, organizational performance are the main three key words used to scan these online database. Relevant articles were studied in depth in order to understand what is already done and what is required to be done. Finding of the study indicate that if diversity management is done in the correct manner and on right basis by considering all its challenges and problem raised by it, the for sure it will increases organizational performance and will be beneficial for organization. [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.

As the world has turned into a global village, it has created many challenges for human resource departments regarding the management of a diverse workforce in satisfying the employees and creating a diverse yet safe environment for them that does not make them uncomfortable. The current study has investigated the effect of human resource practices on the diversity climate with the mediation of job satisfaction. The data has been collected from human resource personnel of multinationals in China with the help of 316 participants. The study deployed SEM analysis to analyze and measure the effect of training and development along with performance appraisal on the diversity climate. The findings of the study revealed that training and growth or development do not have an impact on the diversity climate, however, performance appraisal has a strong positive impact. Similarly, the mediating role of job satisfaction has been found to ensure the relationship of training and development and performance appraisal with the diversity climate. This study has provided certain implications for the HR managers of multinationals to ensure a secure diversity climate for a diverse workforce.

Previous research indicates that an organization's diversity climate is related to positive work attitudes and behaviors. The literature also suggests that diversity perceptions differ between target and agent groups. To explore these relationships, 344 employees from various organizations were surveyed. Significant correlations were found between diversity climate and job satisfaction, satisfaction toward coworkers, affective organizational commitment, and perceived organizational support. We also found significant differences in perceptions of diversity climate based on differences in race, sexual orientation, and age. In addition, we found that the more target groups a person belongs to was related to a lower rating of their organization's diversity climate. [ABSTRACT FROM AUTHOR]

Extant diversity climate research has been based primarily upon the Interactional Model of Cultural Diversity (IMCD). While prior research has supported the beneficial effects of prodiversity climates (i.e., work environments that employees view as fair and socially integrative of all personnel) on worker attitudes and behaviors, less is known about the potential boundary conditions of diversity climate-outcome relationships. To address this concern, we conducted a meta-analysis of diversity climate using 109 independent samples from 94 studies. Meta-analytic results indicate that diversity climate–outcome relationships are moderated by climate measure type, outcome type, demographic diversity, climate strength, and measurement source. These findings show that diversity climate is more strongly related to outcomes when measured as inclusion climate (vs. diversity climate), for attitudinal outcomes compared to performance and withdrawal criteria, when work contexts are more racially and ethnically diverse, when personnel exhibit stronger versus weaker agreement in their diversity climate perceptions, and when diversity climate and outcome data are collected from the same source versus different sources. The theoretical and practical implications of our findings are noted and discussed. [ABSTRACT FROM AUTHOR]

The study of diversity climates is as complicated as the study of diversity itself. Despite the call for more sophisticated and multi-dimensional approaches to the study of diversity climates, few empirical efforts have been designed to do so, as the literature remains replete with work bifurcating and labeling diversity climates as positive or negative, productive or unproductive. Results from this study provide empirical support that worldview climate is indeed multi-dimensional, comprised of three distinctive, yet overlapping dimensions: productive, unproductive, and provocative. Implications for both scholars and practitioners, as well as directions for future research are discussed. [ABSTRACT FROM AUTHOR]

Bu araştırma da, çalışma yaşamında cinsel yönelim temeline dayalı kimliğin rolü incelenmektedir. Bu bağlamda, çalışanların farklılık iklimi algılarını ölçüp, cinsel yönelim farklılıklarının bireysel ve örgütsel çıktılar üzerindeki etkisinin geçerliliği ve geleceği tartışılmaktadır. Farklılıklar, farklılıkların yönetimi, farklılık iklimi literatüründen yararlanarak, sosyal kimlik teorisi ve cinsiyet rolleri teorisini temel alan bu makalenin araştırma yöntemi nicel desenlidir. Ortaya konan hipotezler, anket yönetimiyle temin edilen veriler aracılığıyla test edilmiştir. Elde edilen verilere uygulanan analiz sonuçları modelin açıklayıcılık gücünün yüksek olduğunu göstermektedir. Cinsel yönelim farklılıkları algılanan farklılık iklimi, bireysel ve örgütsel çıktılar üzerinde farklılaştırıcı etkiye sahiptir. Daha önce sınırlı sayıda yapılan araştırmalarda da görülmektedir ki, çalışma yaşamındaki cinsel yönelim farklılıkların ne yönde değerlendirilmesi gerektiğine dair boşluk henüz doldurulamamıştır. Çalışma yaşamındaki farklılık iklimi algısını, bireysel çıktıları (iş tatmini, kariyer tatmini, örgütsel bağlılık) ve örgütsel çıktıları (iletişim ve işbirliği ortamı, davranışsal yenilikçilik, işten ayrılma niyeti) cinsel yönelime dayalı kimlik bağlamında inceleyen bu çalışmanın, ilgili yazına ve iş dünyasına katkı sağlaması amaçlanmaktadır.

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.

In societies that are characterised by diversity, citizens are required to have the competences to handle differences. Schools differ in their degree of ethnic diversity which means that they provide different contexts for learning to deal with differences (DD). This study investigated the association between ethnic school composition, the diversity climate (the importance that teachers collectively attach to diversity and the attention they pay to teaching diversity) and students' competences in DD. Multilevel analyses were performed on data from 4,402 students and 535 teachers across 62 secondary education schools in The Netherlands. The results showed a positive relationship between ethnic school diversity and DD-reflection and DD-attitudes. In addition, the degree of ethnic school diversity was associated with more diversity-related practices. However, no relationship was found between ethnic school diversity and teachers' diversity-related educational goals. Moreover, diversity climate was not related to students' DD competences. Lastly, the diversity climate did not mediate nor moderate the relationship between school composition and DD. Implications and suggestions for future research are discussed. [ABSTRACT FROM AUTHOR]

The purpose of this research is to introduce inclusive leadership as a new theoretical framework to understand its meaning and functions in advancing gender equalities and empowerment in public relations leadership. By proposing an inclusive leadership theoretical model, we explored the roles of inclusive leadership in fostering an organization's diversity climate and facilitating its practice of participative leadership in empowering women in public relations to reach their full potential in leadership advancement. Moreover, our results confirmed both direct and indirect impacts inclusive leadership could have on women's perceptions of continued career growth opportunities. Our findings provide theoretical implications and practical solutions to address women's leadership challenges through an inclusive leadership lens. [ABSTRACT FROM AUTHOR]