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The purpose of this paper is to examine how organizational diversity may be associated with immigrants’ quality of coworker relationships. More specifically, this paper examines how immigrants’ perceived deep-level similarity and perceived workplace ethnic diversity may be associated with their quality of coworker relationships.

A final sample of 347 immigrant employees were surveyed. Hierarchical regression analyses were conducted to test the hypotheses.

Immigrants’ quality of coworker relationships is positively associated with their perceived deep-level similarity with other coworkers. In addition, perceived workplace ethnic diversity moderates this relationship such that the relation is stronger as perceived workplace ethnic diversity increases.

The study and analyses are based on cross-sectional and single-source data and cannot determine causality. The study is also restricted to immigrants in the USA.

Findings provide evidence that increased levels of ethnic diversity and deep-level similarity in the workplace may improve immigrants’ quality of relationships, helping them integrate more successfully in organizations. Thus, managers seeking to benefit from diversity should strive for the creation of truly multicultural organizations or workgroups and focus on fostering similarities in deep-level attributes to maximize their potential.

Immigrants are an important asset for organizations, but research about their inclusion in organizations is limited, especially when examining their integration in their workplaces. This study addresses some of these limitations by looking at the effect of diversity in organizations.

The paper aims to clarify the multivariate effects of follower communication apprehension (CA) and demographic dissimilarity on follower perceptions of the leader–follower relationship quality (i.e. measured by leader–member exchange (LMX) theory). This study examined the possible mediating effects of follower CA on the relationship between demographic dissimilarity and LMX.

Research was collected from self-report ratings of one member of the dyad; several proactive techniques were utilized to reduce common method variance in the development and administration of the survey instrument. In total, 260 (N = 260) full-time hospitality industry employees participated in the study.

The results of this study indicate demographic dissimilarity has minimal effect on LMX and CA. However, the results indicated that follower CA was negatively related to follower perceptions of LMX quality. In addition, the results indicated that tenure working with the supervisor was negatively related to follower CA and positively related to follower perceptions of LMX quality.

Research results may lack generalizability, and causality cannot be confirmed. Future studies utilizing longitudinal designs and/or data collected from each member of the dyad may provide support for current findings.

This paper includes implications for understanding how situational characteristics influence follower CA and perceptions of LMX to encourage supervisors to increase communication with new subordinates, especially during the organizational acculturation process, thus reducing turnover. Furthermore, the significant relationship between age dissimilarity and CA offers practical implications for managing and celebrating generational differences in the workplace and bridging the gap between generations by maximizing communication between supervisors and subordinates. Communication is an essential consideration in the hospitality industry linked to creativity, relationship building and enhanced service experiences. Ultimately, this paper provides guidance for leaders to build sustainable, positive relationships with subordinates through more effective communication and build more inclusive service-based organizations.

This paper contributes to communication and leadership management practices by addressing four major problems: (1) limited research on situational characteristics that inhibit LMX quality, (2) limited research on communication variables as antecedents to LMX, (3) minimal research on the relationship between CA and LMX and (4) non-existent research on CA as a mediating variable in the relationship between demographic dissimilarity and LMX.

A growing body of research demonstrates that diversity training can be successful in improving attitudes and behaviors towards ethnic minorities but, very little research focuses on the effects of diversity training on ethnic minorities' attitudes. Therefore, the purpose of the current paper is to examine ethnic differences in organizational attitudes as a function of offering diversity training.

Using survey methodology, 186 students majoring in hotel and restaurant management that were part‐ or full‐time employees at a hospitality operation were requested to participate. Participants were forwarded an e‐mail with the link to the survey that contained the measures of interests, as well as demographic questions, control variables, and a debriefing statement.

The results showed that offering diversity training at the workplace had a significant effect for ethnic minorities' job satisfaction, perceived workplace discrimination, and turnover intentions, but this effect was not found for majority‐member participants. Perceived workplace discrimination mediated the relationship between job satisfaction and turnover intentions.

This study provides support that diversity training is a tool that can have a positive impact on ethnic minority employees, while not negatively affecting Caucasian employees.

Very little research examines why diversity training works. This research shows that by offering diversity training, organizations potentially send signals to their employees that a diverse workforce is important.

Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace discrimination remains a persistent problem in organizations. This chapter provides a comprehensive review and analysis of contemporary theory and evidence on the nature, causes, and consequences of discrimination before synthesizing potential methods for its reduction. We note the strengths and weaknesses of this scholarship and highlight meaningful future directions. In so doing, we hope to both inform and inspire organizational and scholarly efforts to understand and eliminate workplace discrimination.

Over the past decade, the U.S. workforce has become increasingly diverse. In response, scholars and practitioners have sought to uncover ways to leverage this increasing diversity to enhance business performance. To date, research evidence has failed to provide consistent support for the value of diversity to organizational effectiveness. Accordingly, scholars have shifted their attention to diversity management as a means to fully realize the potential benefits of diversity in organizations. The principal aim of this chapter is to review the current wisdom on the study of diversity climate in organizations. Defined as the extent that employees view an organization as utilizing fair personnel practices and socially integrating all personnel into the work environment, diversity climate has been proposed as a catalyst for unlocking the full value of diversity in organizations. During our review, we discuss the existent individual- and aggregate-level research, describe the theoretical foundations of such work, summarize the key research findings and themes gleaned from work in each domain, and note the limitations of diversity climate research. Finally, we highlight the domains of uncertainty regarding diversity climate research, and offer recommendations for future work that can enhance knowledge of diversity climate effects on organizational outcomes.

The main objective of this article is to contribute to the advancement of scientific knowledge on the determinants of perceived workplace discrimination and its consequences on workers' well-being in Canada.

The authors used a representative sample of 7,706 workers aged 18 to 65 based on data from the 2016 General Social Survey of Canadians at Work and Home to conduct logistic regression models.

Women and visible minorities are at greater risk of perceiving that they have experienced workplace discrimination, but immigrants' perceived workplace discrimination risk is no different from that of non-immigrants. This risk is higher in public administration than in other industries and varies between provinces. Perceived workplace discrimination increases stress and is associated with a lower level of self-reported mental health.

Since perceived discrimination has a detrimental effect on workers' well-being, organizations should pay special attention to their employees’ perceptions. Relying only on official complaints of discrimination can lead organizations to underestimate this issue because many employees are not inclined to file an official complaint, even if they believe they have been discriminated against.

The authors findings are original because they suggest that visible socio-demographic characteristics (gender and visible minority) affect perceived workplace discrimination, which is not the case for invisible socio-demographic characteristics (immigrant). They point out that the province of residence is an element of the context to be considered and they indicate that workers in the public sector are more likely to perceive discrimination than those in other industries. These empirical contributions highlight that, despite anti-discrimination laws and government efforts to promote equity, diversity and inclusion, perceived workplace discrimination persists in Canada, particularly among women and visible minorities and it has tangible impacts on the workers' well-being.

The purpose of this paper is to explore the ethnically diverse workplace in Irish hospitals by examining the perspectives of foreign- and Irish-born professionals and their managers.

Semi-structured qualitative interviews with 30 health professionals (foreign- and Irish-born) and with hospital managers (Irish-born). All interviews were transcribed and analysed using thematic analysis.

The managers and professionals interviewed mostly perceived ethnically diverse workplaces as an asset. Health professionals also identified a number of challenges, including internal divisions based on ethnicity, language and communication problems and cultural differences. However, in general, discrimination on the basis of ethnicity was not highlighted by interviewees.

While the qualitative design of the study allowed for an in-depth exploration of experiences in ethnically diverse workplaces in selected Irish hospitals, the relatively small sample size poses some limitations. The study brings to light the need for larger-scale survey-based research on the ethnically diverse workplace in Irish hospitals, which includes Irish- and foreign-born health professionals in the sample.

The study includes a variety of perspectives on experiences in ethnically diverse workplaces in Irish hospitals, including foreign-born health professionals, their Irish-born colleagues and hospital managers.

This research examines the effect of cultural intelligence (CQ) of top management on pro-diversity climates and perceived discrimination of the Myanmar migrant workers in Thailand. This research also analyzes the effect of perceived discrimination on job satisfaction and turnover intention of the Myanmar migrant workers.

The data were collected from 650 Myanmar migrant workers who are employed at two factories in Thailand. Partial least squares structural equation modeling (PLS-SEM) was used as the data analysis method.

The results significantly support the positive effect of perceived management CQ on pro-diversity climates. Pro-diversity climates are also negatively and significantly associated with perceived discrimination. Moreover, the effect of perceived management CQ on perceived discrimination is fully mediated by pro-diversity climate.

This research clarifies that simply ensuring top management possess CQ may not be a sufficient condition for the company to successfully tackle discrimination in the workplace. Rather, it is crucial for the top management to create an organizational climate that is supportive of the racial diversity of foreign migrant employees.