Pub Date : 2022-08-30DOI: 10.1108/edi-12-2021-0308
Yun Ling Li, Karoline Evans, M. Bond
PurposeThe current case study investigated how intentional, systematic planning can help organizations harness the energy of these willing allies who may be motivated to support change. The focus of the study is the development of a peer-to-peer approach, involving “Equity Leaders (ELs),” that was part of a larger, multi-level organization change initiative that addressed personal, interpersonal and structural considerations at a mid-sized public university in northeastern USA.Design/methodology/approachThe authors used multiple methods to collect data for the current study, including observations and interviews. Over the course of four years, the authors attended more than 50 EL meetings. In these meetings, the authors took notes regarding ELs' discussions on workshop development and planning, debates on workshop substances and ELs' personal reflections on these workshops. Following the fourth year of the program, the first two authors invited all current ELs to participate in semi-structured, open-ended interviews about their experience.FindingsThe case study shows that through careful planning, peer change can play multiple roles in pushing organizational changes. By embracing their formal responsibilities and yielding their informal power, change agents are able to cause radiating impact across as organizations. Organizations can also capitalize on the fact that employees are more likely to be engaged in the change effort when it is promoted by peers. Finally, the support and resources from the organizational leaders is important because these inputs not only legitimize change agents' roles but they also signify the importance of the actions.Research limitations/implicationsThis study has limitations. First, the authors recognize that this was a qualitative study grounded in a single context. Although the study explored a novel context for understanding change agents—a deliberately planned initiative targeting social norms through addressing subtle biases like microaggressions—the authors recognize that additional examination would be necessary to understand how implementation may work in different contexts or organization types. Second, the authors also acknowledge that the authors’ positionality, as females studying a change initiative targeting gendered and intersectional microaggressions, may have shaped the role as researchers.Originality/valueThe findings underscore the notion that allies can serve as organized peer change agents to affect organizational culture. In alignment with the principles in the social ecological framework, the approach involved selecting change agents who are internal to the organization, have informal influence or power and can broaden the impact to other parts of the organization. Moreover, the results underscore the need for organizations to provide essential support and resources that can assist change agents to bridge organizational goals and individual actions.
{"title":"Allies as organizational change agents to promote equity and inclusion: a case study","authors":"Yun Ling Li, Karoline Evans, M. Bond","doi":"10.1108/edi-12-2021-0308","DOIUrl":"https://doi.org/10.1108/edi-12-2021-0308","url":null,"abstract":"PurposeThe current case study investigated how intentional, systematic planning can help organizations harness the energy of these willing allies who may be motivated to support change. The focus of the study is the development of a peer-to-peer approach, involving “Equity Leaders (ELs),” that was part of a larger, multi-level organization change initiative that addressed personal, interpersonal and structural considerations at a mid-sized public university in northeastern USA.Design/methodology/approachThe authors used multiple methods to collect data for the current study, including observations and interviews. Over the course of four years, the authors attended more than 50 EL meetings. In these meetings, the authors took notes regarding ELs' discussions on workshop development and planning, debates on workshop substances and ELs' personal reflections on these workshops. Following the fourth year of the program, the first two authors invited all current ELs to participate in semi-structured, open-ended interviews about their experience.FindingsThe case study shows that through careful planning, peer change can play multiple roles in pushing organizational changes. By embracing their formal responsibilities and yielding their informal power, change agents are able to cause radiating impact across as organizations. Organizations can also capitalize on the fact that employees are more likely to be engaged in the change effort when it is promoted by peers. Finally, the support and resources from the organizational leaders is important because these inputs not only legitimize change agents' roles but they also signify the importance of the actions.Research limitations/implicationsThis study has limitations. First, the authors recognize that this was a qualitative study grounded in a single context. Although the study explored a novel context for understanding change agents—a deliberately planned initiative targeting social norms through addressing subtle biases like microaggressions—the authors recognize that additional examination would be necessary to understand how implementation may work in different contexts or organization types. Second, the authors also acknowledge that the authors’ positionality, as females studying a change initiative targeting gendered and intersectional microaggressions, may have shaped the role as researchers.Originality/valueThe findings underscore the notion that allies can serve as organized peer change agents to affect organizational culture. In alignment with the principles in the social ecological framework, the approach involved selecting change agents who are internal to the organization, have informal influence or power and can broaden the impact to other parts of the organization. Moreover, the results underscore the need for organizations to provide essential support and resources that can assist change agents to bridge organizational goals and individual actions.","PeriodicalId":72949,"journal":{"name":"Equality, diversity and inclusion : an international journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75979612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-30DOI: 10.1108/edi-04-2021-0115
Ozias A. Moore, Beth A. Livingston, Alex M. Susskind
PurposeHiring managers commonly rely on system-justifying motives and attitudes during résumé screening. Given the prevalent use of modern résumé formats (e.g. LinkedIn) that include not only an applicant's credentials but also headshot photographs, visible sources of information such as an applicant's race are also revealed while a hiring manager simultaneously evaluates a candidate's suitability. As a result, such screening is likely to activate evaluation bias. The purpose of this paper is to examine the role of a hiring manager's perceptions of race-system justification, that is, support for the status quo in relations between Black and White job candidates in reinforcing or mitigating hiring bias related to in-group and out-group membership during résumé screening.Design/methodology/approachDrawing from system justification theory (SJT) in a pre-selection context, in an experimental study involving 174 human resource managers, the authors tested two boundary conditions of the expected relationship between hiring manager and job candidate race on candidate ratings: (1) a hiring manager's affirmative action (AA) attitudes and system-justifying attitudes and (2) a job candidate's manipulated suitability for a position. This approach enabled us to juxtapose the racial composition of hiring manager–job candidate dyads under conditions in which the job candidate's race and competency for a posted position were manipulated to examine the conditions under which White and Black hiring managers are likely to make biased evaluations. The authors largely replicated these findings in two follow-up studies with 261 students and 361 online raters.FindingsThe authors found that information on a candidate's objective suitability for a job resulted in opposite-race positive bias among Black evaluators and same-race positive bias among White evaluators in study 1 alone. Conversely, positive attitudes toward AA policies resulted in in-group favoritism and strengthened a positive same-race bias for Black evaluators (study 1 and 2). We replicated this finding with a third sample to directly test system-justifying attitudes (study 3). The way in which White raters rated White candidates reflected the same attitudes against systems (AA attitudes) that Black raters rating Black candidates exhibited in the authors’ first two studies. Positive system-justifying attitudes or positive attitudes toward AA did not, however, translate into the elevation of same-race candidate ratings of suitability above those of opposite-race candidates.Research limitations/implicationsAlthough the size of the sample is on par with the percentage of Blacks nationwide in private-sector managerial-level positions ideally, the authors would have preferred to oversample Black HR managers. Given the scarcity of focus on Black HR managers, future researchers, using diverse samples of evaluators should also consider not only managers' and candidates' race but also their social dominance orientat
{"title":"Résumé screening heuristic outcomes: an examination of hiring manager evaluation bias","authors":"Ozias A. Moore, Beth A. Livingston, Alex M. Susskind","doi":"10.1108/edi-04-2021-0115","DOIUrl":"https://doi.org/10.1108/edi-04-2021-0115","url":null,"abstract":"PurposeHiring managers commonly rely on system-justifying motives and attitudes during résumé screening. Given the prevalent use of modern résumé formats (e.g. LinkedIn) that include not only an applicant's credentials but also headshot photographs, visible sources of information such as an applicant's race are also revealed while a hiring manager simultaneously evaluates a candidate's suitability. As a result, such screening is likely to activate evaluation bias. The purpose of this paper is to examine the role of a hiring manager's perceptions of race-system justification, that is, support for the status quo in relations between Black and White job candidates in reinforcing or mitigating hiring bias related to in-group and out-group membership during résumé screening.Design/methodology/approachDrawing from system justification theory (SJT) in a pre-selection context, in an experimental study involving 174 human resource managers, the authors tested two boundary conditions of the expected relationship between hiring manager and job candidate race on candidate ratings: (1) a hiring manager's affirmative action (AA) attitudes and system-justifying attitudes and (2) a job candidate's manipulated suitability for a position. This approach enabled us to juxtapose the racial composition of hiring manager–job candidate dyads under conditions in which the job candidate's race and competency for a posted position were manipulated to examine the conditions under which White and Black hiring managers are likely to make biased evaluations. The authors largely replicated these findings in two follow-up studies with 261 students and 361 online raters.FindingsThe authors found that information on a candidate's objective suitability for a job resulted in opposite-race positive bias among Black evaluators and same-race positive bias among White evaluators in study 1 alone. Conversely, positive attitudes toward AA policies resulted in in-group favoritism and strengthened a positive same-race bias for Black evaluators (study 1 and 2). We replicated this finding with a third sample to directly test system-justifying attitudes (study 3). The way in which White raters rated White candidates reflected the same attitudes against systems (AA attitudes) that Black raters rating Black candidates exhibited in the authors’ first two studies. Positive system-justifying attitudes or positive attitudes toward AA did not, however, translate into the elevation of same-race candidate ratings of suitability above those of opposite-race candidates.Research limitations/implicationsAlthough the size of the sample is on par with the percentage of Blacks nationwide in private-sector managerial-level positions ideally, the authors would have preferred to oversample Black HR managers. Given the scarcity of focus on Black HR managers, future researchers, using diverse samples of evaluators should also consider not only managers' and candidates' race but also their social dominance orientat","PeriodicalId":72949,"journal":{"name":"Equality, diversity and inclusion : an international journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84601878","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-30DOI: 10.1108/edi-10-2021-0264
Lama Blaique, A. Pinnington, Husam Malakawi, Hazem Aldabbas
PurposeDespite continuing under-representation of women in science, technology, engineering and mathematics (STEM) fields, the literature still falls short on identifying and explaining the factors that could contribute to women's persistence and commitment. The purpose of this research is to identify cognitive and behavioral factors that will support the occupational commitment of women in STEM.Design/methodology/approachQuantitative analysis is based on a questionnaire survey of 375 women working in STEM in the Middle East region. Multiple regression and bootstrapping methods were employed in the analysis of the data.FindingsThe results support the following hypotheses: personal skills development has a positive impact on affective occupational commitment and coping self-efficacy, and coping self-efficacy mediates the relationship between personal skills development and affective occupational commitment.Originality/valueThis study adds insights on the dynamic approaches adopted by women in STEM fields to overcome occupational career challenges by testing several internal drivers, coping self-efficacy and personal learning.
{"title":"The influence of personal skills development and coping self-efficacy on the affective occupational commitment of women in STEM fields","authors":"Lama Blaique, A. Pinnington, Husam Malakawi, Hazem Aldabbas","doi":"10.1108/edi-10-2021-0264","DOIUrl":"https://doi.org/10.1108/edi-10-2021-0264","url":null,"abstract":"PurposeDespite continuing under-representation of women in science, technology, engineering and mathematics (STEM) fields, the literature still falls short on identifying and explaining the factors that could contribute to women's persistence and commitment. The purpose of this research is to identify cognitive and behavioral factors that will support the occupational commitment of women in STEM.Design/methodology/approachQuantitative analysis is based on a questionnaire survey of 375 women working in STEM in the Middle East region. Multiple regression and bootstrapping methods were employed in the analysis of the data.FindingsThe results support the following hypotheses: personal skills development has a positive impact on affective occupational commitment and coping self-efficacy, and coping self-efficacy mediates the relationship between personal skills development and affective occupational commitment.Originality/valueThis study adds insights on the dynamic approaches adopted by women in STEM fields to overcome occupational career challenges by testing several internal drivers, coping self-efficacy and personal learning.","PeriodicalId":72949,"journal":{"name":"Equality, diversity and inclusion : an international journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77031579","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-24DOI: 10.1108/edi-09-2021-0234
Galy Binyamin, Yael Brender-Ilan
PurposeAs the global workforce ages, organizations face unprecedented challenges, especially managing effective communication between generations. The phenomenon of middle ageism (i.e. discriminating against middle-aged employees based on their age) has become more prevalent. The authors examined how contextual settings and communication affect attitudes toward middle-aged employees and hiring intentions.Design/methodology/approachData were collected from 537 employees from various organizations, via questionnaires. The moderated mediation model was analyzed using Hayes' PROCESS models.FindingsResults showed that attitudes toward middle-aged employees mediated the relationship between social climate of shared codes and language and hiring intentions. Social climate was positively related to attitudes toward their adaptability, but negatively to attitudes toward their ability. Also, decision-makers' own perceived employability moderated the relationship between attitudes toward employees' adaptability and hiring intentions, and the indirect relationship between social climate and hiring intentions.Practical implicationsSince age diversity is expected to become one of the most dominant diversity classifications in the very near future, coping with middle ageism constitutes a growing challenge for managers and HR staff. The findings indicate that in order to enhance sustainable employment and prevent discrimination, organizations need not only maintain a supportive climate for older employees, as an affirmative action, but also ensure better communication in terms of sharing codes and language that enhance positive attitudes toward middle-aged colleagues.Originality/valueIn an era where diversity and inclusion dominate human resource management decision making, this study contributes to the literature on the underexplored domain of age diversity.
随着全球劳动力的老龄化，组织面临着前所未有的挑战，尤其是管理几代人之间的有效沟通。中年歧视(即基于年龄歧视中年员工)的现象越来越普遍。作者研究了环境设置和沟通如何影响对中年员工的态度和雇佣意图。设计/方法/方法通过问卷调查从不同组织的537名员工中收集数据。采用Hayes' s PROCESS模型对有调节的中介模型进行分析。结果表明，对中年员工的态度在共享代码和语言的社会氛围与招聘意向之间起中介作用。社会氛围与适应性态度正相关，与能力态度负相关。决策者自身的就业能力感知调节了员工适应性态度与招聘意向之间的关系，以及社会氛围与招聘意向之间的间接关系。由于年龄多样性有望在不久的将来成为最主要的多样性分类之一，因此应对中年歧视对管理人员和人力资源人员构成了越来越大的挑战。研究结果表明，为了促进可持续就业和防止歧视，组织不仅需要保持对老年员工的支持氛围，作为一种平权行动，还需要确保在共享代码和语言方面进行更好的沟通，以增强对中年同事的积极态度。在一个多元化和包容性主导人力资源管理决策的时代，本研究对年龄多样性这一尚未被充分探索的领域做出了贡献。
{"title":"Middle ageism: when social climate and perceived employability relate to attitudes and intent to hire middle-aged employees","authors":"Galy Binyamin, Yael Brender-Ilan","doi":"10.1108/edi-09-2021-0234","DOIUrl":"https://doi.org/10.1108/edi-09-2021-0234","url":null,"abstract":"PurposeAs the global workforce ages, organizations face unprecedented challenges, especially managing effective communication between generations. The phenomenon of middle ageism (i.e. discriminating against middle-aged employees based on their age) has become more prevalent. The authors examined how contextual settings and communication affect attitudes toward middle-aged employees and hiring intentions.Design/methodology/approachData were collected from 537 employees from various organizations, via questionnaires. The moderated mediation model was analyzed using Hayes' PROCESS models.FindingsResults showed that attitudes toward middle-aged employees mediated the relationship between social climate of shared codes and language and hiring intentions. Social climate was positively related to attitudes toward their adaptability, but negatively to attitudes toward their ability. Also, decision-makers' own perceived employability moderated the relationship between attitudes toward employees' adaptability and hiring intentions, and the indirect relationship between social climate and hiring intentions.Practical implicationsSince age diversity is expected to become one of the most dominant diversity classifications in the very near future, coping with middle ageism constitutes a growing challenge for managers and HR staff. The findings indicate that in order to enhance sustainable employment and prevent discrimination, organizations need not only maintain a supportive climate for older employees, as an affirmative action, but also ensure better communication in terms of sharing codes and language that enhance positive attitudes toward middle-aged colleagues.Originality/valueIn an era where diversity and inclusion dominate human resource management decision making, this study contributes to the literature on the underexplored domain of age diversity.","PeriodicalId":72949,"journal":{"name":"Equality, diversity and inclusion : an international journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80270163","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-24DOI: 10.1108/edi-02-2021-0039
Abraham Stefanidis, Margaret E. King‐Sears, Lina Gilic, Vasilis Strogilos
PurposeThe purpose of this study is to investigate the relationships between (1) employed parents' work–family conflict (WFC), (2) their children with disabilities' support needs, (3) their children's age, and (4) those parents' levels of school engagement.Design/methodology/approachData were collected from 193 US parents of children with disabilities who completed a survey regarding work and family strain as well as school engagement. Descriptive statistical and correlational analyses were used, followed by moderated regression analysis.FindingsResults indicate that higher levels of WFC have a negative impact on parents' school engagement. Similarly, children with disabilities' increased needs for parental support have a negative impact on school engagement. Moreover, the age of children with disabilities holds a moderating role in the relationship between support needs and school engagement.Research limitations/implicationsHuman resource managers can acquire information regarding employed parents of children with disabilities' increased support needs and formalize flexible policies leading to supportive workplace cultures. School personnel can instigate a range of options that facilitate parents' school engagement, such as maximizing use of technology via virtual meetings and activities.Originality/valueThese innovative findings contribute to theoretical underpinnings in work and family strain research as well as conservation of resources theory, given the lack of previous empirical work specific to children with disabilities and their employed parents.
{"title":"Work–family strain of employees with children with disabilities","authors":"Abraham Stefanidis, Margaret E. King‐Sears, Lina Gilic, Vasilis Strogilos","doi":"10.1108/edi-02-2021-0039","DOIUrl":"https://doi.org/10.1108/edi-02-2021-0039","url":null,"abstract":"PurposeThe purpose of this study is to investigate the relationships between (1) employed parents' work–family conflict (WFC), (2) their children with disabilities' support needs, (3) their children's age, and (4) those parents' levels of school engagement.Design/methodology/approachData were collected from 193 US parents of children with disabilities who completed a survey regarding work and family strain as well as school engagement. Descriptive statistical and correlational analyses were used, followed by moderated regression analysis.FindingsResults indicate that higher levels of WFC have a negative impact on parents' school engagement. Similarly, children with disabilities' increased needs for parental support have a negative impact on school engagement. Moreover, the age of children with disabilities holds a moderating role in the relationship between support needs and school engagement.Research limitations/implicationsHuman resource managers can acquire information regarding employed parents of children with disabilities' increased support needs and formalize flexible policies leading to supportive workplace cultures. School personnel can instigate a range of options that facilitate parents' school engagement, such as maximizing use of technology via virtual meetings and activities.Originality/valueThese innovative findings contribute to theoretical underpinnings in work and family strain research as well as conservation of resources theory, given the lack of previous empirical work specific to children with disabilities and their employed parents.","PeriodicalId":72949,"journal":{"name":"Equality, diversity and inclusion : an international journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90443311","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-22DOI: 10.1108/edi-08-2021-0215
Anh T. Phan, Hannah-Hanh D. Nguyen
PurposeThe purpose of this paper was to investigate personality-related antecedents of Vietnamese workers' attitudes toward female managers, which subsequently predicted workers' judgments of them.Design/methodology/approachThis study used a factorial experiment to examine participants' general attitudes toward women's rights and roles and their particular attitudes toward female managers in the workplace. Vietnamese workers (N = 159) were randomly assigned to experimental conditions of manager performance and completed a post-test questionnaire. This study also qualitatively explored participants' observations of any gender stereotypes in the workplace.FindingsFindings demonstrated that participants' gender, general attitudes toward women's social rights and roles, and internal work locus of control positively predicted their attitudes toward female managers. Qualitative findings showed perceived gender-based egalitarianism in the workplace, but women's leadership qualities were barely recognized.Originality/valueThis study is the first to utilize a mixed-method approach to assess Vietnamese workers' attitudes, contributing to the literature on attitudes toward both women in general and women in management in Asia generally and in Vietnam in particular.
{"title":"Workers' attitudes toward women managers: evidence from Vietnam","authors":"Anh T. Phan, Hannah-Hanh D. Nguyen","doi":"10.1108/edi-08-2021-0215","DOIUrl":"https://doi.org/10.1108/edi-08-2021-0215","url":null,"abstract":"PurposeThe purpose of this paper was to investigate personality-related antecedents of Vietnamese workers' attitudes toward female managers, which subsequently predicted workers' judgments of them.Design/methodology/approachThis study used a factorial experiment to examine participants' general attitudes toward women's rights and roles and their particular attitudes toward female managers in the workplace. Vietnamese workers (N = 159) were randomly assigned to experimental conditions of manager performance and completed a post-test questionnaire. This study also qualitatively explored participants' observations of any gender stereotypes in the workplace.FindingsFindings demonstrated that participants' gender, general attitudes toward women's social rights and roles, and internal work locus of control positively predicted their attitudes toward female managers. Qualitative findings showed perceived gender-based egalitarianism in the workplace, but women's leadership qualities were barely recognized.Originality/valueThis study is the first to utilize a mixed-method approach to assess Vietnamese workers' attitudes, contributing to the literature on attitudes toward both women in general and women in management in Asia generally and in Vietnam in particular.","PeriodicalId":72949,"journal":{"name":"Equality, diversity and inclusion : an international journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88942276","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-15DOI: 10.1108/edi-01-2022-0007
Q. T. Pham, Hung Quang Le, K. Mai, Anh T. Phan
PurposeDrawing on scholarships of workplace romance, LGBT at work and sexual fluidity, this present research aims to investigate the effect of female sexually fluid romantic relationships at work on their work and life.Design/methodology/approachThe authors used qualitative approach and interviewed 30 female workers who experienced sexual fluidity at work.FindingsFrom interviews with 30 female employees in Vietnam who experience fluidity in their romance, the authors find out positive and negatives effects on their psychology at work (affective/behavioral/cognitive change and mental health), work outcome (job attitudes and performance/productivity) and relations with coworkers.Originality/valueThis research discovers common and distinct features in the workplace romance of female sexually fluid employees. The research finding supports queer perspective which is exerting more salient impacts on our contemporary society and workplace.
{"title":"The effects of female sexually fluid workplace romance on their work and life","authors":"Q. T. Pham, Hung Quang Le, K. Mai, Anh T. Phan","doi":"10.1108/edi-01-2022-0007","DOIUrl":"https://doi.org/10.1108/edi-01-2022-0007","url":null,"abstract":"PurposeDrawing on scholarships of workplace romance, LGBT at work and sexual fluidity, this present research aims to investigate the effect of female sexually fluid romantic relationships at work on their work and life.Design/methodology/approachThe authors used qualitative approach and interviewed 30 female workers who experienced sexual fluidity at work.FindingsFrom interviews with 30 female employees in Vietnam who experience fluidity in their romance, the authors find out positive and negatives effects on their psychology at work (affective/behavioral/cognitive change and mental health), work outcome (job attitudes and performance/productivity) and relations with coworkers.Originality/valueThis research discovers common and distinct features in the workplace romance of female sexually fluid employees. The research finding supports queer perspective which is exerting more salient impacts on our contemporary society and workplace.","PeriodicalId":72949,"journal":{"name":"Equality, diversity and inclusion : an international journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90764675","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-12DOI: 10.1108/edi-02-2021-0054
Charlie Wall-Andrews, Rochelle Wijesingha, W. Cukier, Owais Lightwala
PurposeThis paper aims to answer the following research questions: Does the Canadian Arts Summit's membership (i.e. Canada’s largest cultural institutions) reflect Canada's diversity? What is the state of diversity among leadership roles within Canada's largest cultural institutions when viewed through a geographical, gender and racial diversity, and intersectional lens?Design/methodology/approachEmploying a geographic, gender, racial diversity and intersectional lens, the authors investigated the largest and most influential arts and cultural organizations in Canada (n = 125) to examine their leadership diversity. The authors found that there is a disconnect between the diversity of Canada and the leadership representation among the largest arts organizations. The authors rationalize the management implications of a lack of diversity leading Canada's cultural sector.FindingsThe leadership of major arts organizations in Canada does not reflect the diversity of Canada's population. For example, among 125 Canadian Arts Summit organizations, only 5.7% of CEOs are racialized compared to 94.3% who are White. The findings show similar results for lack of diversity in the Artistic Director and Chair of the Board roles.Originality/valueThere is limited research using this methodology to investigate leadership diversity, especially in the arts and culture sector. This research can create a benchmark for the sector to improve the status quo. The value of this research aims to encourage policy actors and arts leaders to address diversity and inclusion within their organizations and the communities they aim to serve. This research provides the foundation for future studies exploring leadership diversity and representation in the Canadian arts sector.
{"title":"The state of diversity among leadership roles within Canada's largest arts and cultural institutions","authors":"Charlie Wall-Andrews, Rochelle Wijesingha, W. Cukier, Owais Lightwala","doi":"10.1108/edi-02-2021-0054","DOIUrl":"https://doi.org/10.1108/edi-02-2021-0054","url":null,"abstract":"PurposeThis paper aims to answer the following research questions: Does the Canadian Arts Summit's membership (i.e. Canada’s largest cultural institutions) reflect Canada's diversity? What is the state of diversity among leadership roles within Canada's largest cultural institutions when viewed through a geographical, gender and racial diversity, and intersectional lens?Design/methodology/approachEmploying a geographic, gender, racial diversity and intersectional lens, the authors investigated the largest and most influential arts and cultural organizations in Canada (n = 125) to examine their leadership diversity. The authors found that there is a disconnect between the diversity of Canada and the leadership representation among the largest arts organizations. The authors rationalize the management implications of a lack of diversity leading Canada's cultural sector.FindingsThe leadership of major arts organizations in Canada does not reflect the diversity of Canada's population. For example, among 125 Canadian Arts Summit organizations, only 5.7% of CEOs are racialized compared to 94.3% who are White. The findings show similar results for lack of diversity in the Artistic Director and Chair of the Board roles.Originality/valueThere is limited research using this methodology to investigate leadership diversity, especially in the arts and culture sector. This research can create a benchmark for the sector to improve the status quo. The value of this research aims to encourage policy actors and arts leaders to address diversity and inclusion within their organizations and the communities they aim to serve. This research provides the foundation for future studies exploring leadership diversity and representation in the Canadian arts sector.","PeriodicalId":72949,"journal":{"name":"Equality, diversity and inclusion : an international journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80475771","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-09DOI: 10.1108/edi-12-2020-0360
Andrea Pemberton, Jennifer L. Kisamore
PurposeBurnout has been linked to a myriad of negative organizational and individual health outcomes which threaten employee and organizational well-being. This study examines how unique features of diversity and inclusion (D&I) work are related to burnout.Design/methodology/approachParticipants were recruited using network and convenience sampling strategies. A total of 64 full-time employees whose primary responsibility is to implement the D&I strategy for their organization provided useable data for analysis. Participants completed measures of burnout, role ambiguity, role conflict, subjective experiences of tokenism, and top management support. Measures were administered online via Qualtrics.FindingsResults suggest lack of clear job duties, conflicting job demands, lack of top management support, and experiences of tokenism are associated with D&I professionals' experiences of burnout. The current study, however, indicates that while D&I professional experience higher levels of exhaustion than other professionals, they also experience greater professional efficacy, which suggests D&I roles are both challenging and rewarding.Practical implicationsResults suggest organizational leaders may mitigate employee burnout by providing clear support to and role definitions for D&I professionals.Originality/valueThis study is the first to explore burnout experiences among D&I professionals. Additionally, this study examines how burnout experiences are associated with role dysfunctions, top management support, and subjective experiences of tokenism.
目的:职业倦怠与无数负面的组织和个人健康结果有关，这些结果威胁到员工和组织的福祉。本研究探讨多元性与包容性(diversity and inclusion, D&I)工作的独特性与职业倦怠之间的关系。设计/方法/方法采用网络和便利抽样策略招募参与者。共有64名全职员工，他们的主要职责是为他们的组织实施D&I战略，为分析提供了可用的数据。参与者完成了倦怠、角色模糊、角色冲突、象征主义的主观体验和高层管理支持的测量。测量是通过qualics在线管理的。研究结果表明，缺乏明确的工作职责、冲突的工作需求、缺乏高层管理的支持和象征性的经历与D&I专业人员的倦怠经历有关。然而，目前的研究表明，虽然D&I专业人员比其他专业人员经历更高程度的疲惫，但他们也体验到更高的职业效能，这表明D&I角色既具有挑战性又有回报。研究结果表明，组织领导者可以通过为D&I专业人员提供明确的支持和角色定义来缓解员工的职业倦怠。独创性/价值本研究首次探讨了D&I专业人员的职业倦怠体验。此外，本研究还探讨了职业倦怠体验与角色功能障碍、高层管理人员支持和象征主义主观体验之间的关系。
{"title":"Assessing burnout in diversity and inclusion professionals","authors":"Andrea Pemberton, Jennifer L. Kisamore","doi":"10.1108/edi-12-2020-0360","DOIUrl":"https://doi.org/10.1108/edi-12-2020-0360","url":null,"abstract":"PurposeBurnout has been linked to a myriad of negative organizational and individual health outcomes which threaten employee and organizational well-being. This study examines how unique features of diversity and inclusion (D&I) work are related to burnout.Design/methodology/approachParticipants were recruited using network and convenience sampling strategies. A total of 64 full-time employees whose primary responsibility is to implement the D&I strategy for their organization provided useable data for analysis. Participants completed measures of burnout, role ambiguity, role conflict, subjective experiences of tokenism, and top management support. Measures were administered online via Qualtrics.FindingsResults suggest lack of clear job duties, conflicting job demands, lack of top management support, and experiences of tokenism are associated with D&I professionals' experiences of burnout. The current study, however, indicates that while D&I professional experience higher levels of exhaustion than other professionals, they also experience greater professional efficacy, which suggests D&I roles are both challenging and rewarding.Practical implicationsResults suggest organizational leaders may mitigate employee burnout by providing clear support to and role definitions for D&I professionals.Originality/valueThis study is the first to explore burnout experiences among D&I professionals. Additionally, this study examines how burnout experiences are associated with role dysfunctions, top management support, and subjective experiences of tokenism.","PeriodicalId":72949,"journal":{"name":"Equality, diversity and inclusion : an international journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84023602","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-04DOI: 10.1108/edi-10-2021-0268
Caren B. Goldberg, Val Willham
PurposeBased on the job demands-resources (JD-R) model (Demerouti et al., 2001), the authors posited that concealment of one's transgender identity (a demand) would be negatively associated with work effort and commitment and that coworker support (a resource) would be positively related with those outcomes. In addition, the authors tested whether coworker support buffered the demand of maintaining secrecy as predicted by the JD-R model.Design/methodology/approachRelying on survey data from 89 transgender employees, the authors used Hayes' Process Model 1 to test the model.FindingsConcealment was significantly related to both organizational commitment and work effort, but coworker support had no direct effect on either outcome. However, coworker support interacted with concealment, such that there were significant coworker support effects among trans employees who were out to none or some of their coworkers, but no significant effect among those who were out to all of their coworkers.Originality/valueWhile prior studies have examined the importance of coworker support and outness, the authors add to the literature by examining the joint effect of these variables on transgender employees' work experiences. In addition, as prior research has been slow to examine behavioral work outcomes, the authors expand the criterion space by examining the simple and joint effects of outness and support on a previously ignored variable, work effort.
目的基于工作需求-资源(JD-R)模型(Demerouti et al.， 2001)，作者假设隐瞒跨性别身份(一种需求)与工作努力和承诺负相关，而同事支持(一种资源)与这些结果正相关。此外，作者还测试了同事支持是否如JD-R模型所预测的那样缓冲了保密需求。设计/方法/方法基于89名跨性别员工的调查数据，作者使用Hayes的过程模型1来检验模型。研究发现:隐蔽性对组织承诺和工作努力都有显著的影响，但同事的支持对这两个结果都没有直接影响。然而，同事支持与隐瞒相互作用，因此，在不向同事出柜或部分同事出柜的跨性别员工中，同事支持效应显著，而在向所有同事出柜的跨性别员工中，同事支持效应不显著。原创性/价值虽然之前的研究已经考察了同事支持和外向性的重要性，但作者通过考察这些变量对跨性别员工工作经历的共同影响来补充文献。此外，由于先前的研究在检查行为工作结果方面进展缓慢，作者通过检查外向性和支持对以前被忽视的变量——工作努力的简单和共同影响，扩大了标准空间。
{"title":"Lean on me when you’re not out: interactive effects of coworker support and concealment on transgender employees’ commitment and effort","authors":"Caren B. Goldberg, Val Willham","doi":"10.1108/edi-10-2021-0268","DOIUrl":"https://doi.org/10.1108/edi-10-2021-0268","url":null,"abstract":"PurposeBased on the job demands-resources (JD-R) model (Demerouti et al., 2001), the authors posited that concealment of one's transgender identity (a demand) would be negatively associated with work effort and commitment and that coworker support (a resource) would be positively related with those outcomes. In addition, the authors tested whether coworker support buffered the demand of maintaining secrecy as predicted by the JD-R model.Design/methodology/approachRelying on survey data from 89 transgender employees, the authors used Hayes' Process Model 1 to test the model.FindingsConcealment was significantly related to both organizational commitment and work effort, but coworker support had no direct effect on either outcome. However, coworker support interacted with concealment, such that there were significant coworker support effects among trans employees who were out to none or some of their coworkers, but no significant effect among those who were out to all of their coworkers.Originality/valueWhile prior studies have examined the importance of coworker support and outness, the authors add to the literature by examining the joint effect of these variables on transgender employees' work experiences. In addition, as prior research has been slow to examine behavioral work outcomes, the authors expand the criterion space by examining the simple and joint effects of outness and support on a previously ignored variable, work effort.","PeriodicalId":72949,"journal":{"name":"Equality, diversity and inclusion : an international journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72732072","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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