Study shows positive impact of numeric diversity and diversity climate on psychological outcomes for faculty of color

Abstract

Purpose

The purpose of the study was to determine, first, whether both numeric diversity and racial climate impacted the psychological well-being and workplace experiences of faculty of color (FOC). But the authors also considered whether there was an “additive” effect when both diversity factors existed at the same time.

Design/methodology/approach

The authors used surveys of academics from various backgrounds in multiple US regions to test the effects of numeric diversity and racial climate on three dependent variables – invisible labor, stress from discrimination and dissatisfaction with co-workers. For the purposes of the study, FOC were defined as black, Latinx and Asian faculty.

Findings

The results showed significant support for the authors' prediction that there was more stress from discrimination, invisible labor, and co-worker dissatisfaction against FOC in institutions with low numeric diversity and poor racial climate compared with institutions with high numeric diversity and a positive racial climate. They also found that negative impacts were smaller in institutions with both high numeric diversity and a positive racial climate, compared to institutions with high numeric diversity, but a poor racial climate. However, similar results were not found for institutions with low numeric diversity and positive racial climate.

Originality/value

The authors concluded that the findings showed that “diversity climate may be the primary driver of mitigating psychological disparities between FOC and white faculty”. They said that education officials should take action to construct a positive racial climate, but neither should they ignore numeric representation.

Citation

(2019), "Study shows positive impact of numeric diversity and diversity climate on psychological outcomes for faculty of color", Human Resource Management International Digest, Vol. 27 No. 3, pp. 26-28. https://doi.org/10.1108/HRMID-03-2019-0077