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The aim of this paper is to study the effects of pro‐diversity practices on perceived insider status, and explore the moderating role of leader‐member exchange in this relationship. The main and interactive effects on PIS are studied for cultural minority and majority groups.

Research hypotheses are tested with a questionnaire administered to 210 employees working in three Canadian organizations engaged in diversity management.

Results indicate that the main and interactive effects of organizational fairness and leader‐member exchange on perceived insider status are significant. The interactive effect on perceived insider status is higher for cultural minorities than for other employees.

This study shows the importance of perceived insider status in the field of diversity, identifies organizational fairness and leader‐member exchange as two significant organizational antecedents to perceived insider status, and describes the mechanisms linking these antecedents to perceived insider status (the interaction effects).

The main contribution of the research resides in the identification of perceived insider status as a variable that deserves more attention in the field of diversity. The article invites future research to explore the behavioral consequences of perceived insider status in diverse teams, and to pursue the understanding of mechanisms leading to feelings of inclusion.

While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to breach of the psychological contract, i.e. perceived mutual obligations between employee and employer. The purpose of this paper is to identify how leadership and organizational integration measures can be implemented to promote the perceived insider status (PIS) of indigenous employees, thereby fostering fulfillment of the psychological contract.

A search for relevant literature yielded 128 texts used to identify integration measures at the level of employee–supervisor relationships (leader-member exchanges, inclusive leadership) and at the level of employee–organization relationships (perceived organizational support, pro-diversity practices).

Measures related to leadership included recruiting qualified leaders, understanding cultural particularities, integrating diverse contributions and welcoming questions and challenges. Organizational measures included reaching a critical mass of indigenous employees, promoting equity and participation, developing skills, assigning meaningful tasks, maintaining good work relationships, facilitating work-life balance, providing employment security, fostering support from communities and monitoring practices.

While PIS has been studied in western and culturally diverse contexts, it has received less attention in indigenous contexts. Yet, some indigenous cultural values are incompatible with the basic assumptions of mainstream theories. Furthermore, colonial policies and capitalist development have severely impacted traditional indigenous economic systems. Consequently, indigenous people are facing many barriers to employment in ways that often differ from the experiences of other minority groups.

This study drew on person-organization fit and ideological psychological contract theories to test whether inclusiveness, operationalized as sense of belonging, could be explained by congruence/discrepancy between employees' personal value of diversity, equity and inclusion (DEI) initiatives and employees' views of perceived organizational commitment to these initiatives. The study also examined whether sense of belonging, and perspectives of DEI initiatives, differed between majority [New Zealand European (NZE)] and minority [Māori/Pasifika (MP)] workers.

A total of 771 employees from a New Zealand healthcare organization completed an online survey. Further to mean difference tests to contrast majority and minority group experiences, polynomial regressions with response surface methodology were conducted to examine congruence effects on sense of belonging.

While MP workers attributed greater personal value to DEI initiatives and viewed the organization as prioritizing these initiatives compared to NZ European (NZE) workers, MP workers experienced a lower sense of belonging. Further, the authors' results show that congruence at higher levels of personal and organizational importance ascribed to DEI initiatives was associated with greater sense of belonging. Contrary to the deficiency-based discrepancy effect proposed, the lowest levels of belonging were experienced at low levels of organizational commitment to DEI, regardless of personal diversity value. Additionally, MP were more susceptible to ideological psychological contract breach than NZE workers.

The authors' study highlights that while positive diversity climate perceptions are closely linked to perceptions of inclusion, organizations will discern the factors that contribute to or undermine inclusiveness by also gaging personal value DEI initiatives and the unique experiences of minority and majority groups.

This study is the first to examine the effect of diversity-related value congruence on employees' sense of belonging, and to uncover racioethnic differences in these effects.

The paper introduces a multi-level model to reduce prejudice through supporting diversity, equity, and inclusion (DEI) at the institutional, organizational, and individual levels. The purpose of the model is to provide theoretically undergirded pathways to explain how societal events calling for systemic changes in DEI practices can engage and inculcate such systemic changes in organizations and institutions.

The model draws upon macro-level (i.e. institutional theory and institutional logics) theories from sociology and strategic management, meso-level theories from leadership and strategy, and micro-level organizational behavior and human resource management theories.

Resting on open systems theory (Katz and Kahn, 1966) as a backdrop, the authors address how institutional changes result in organizational level changes driving multi-level outcomes of increased DEI, reduced prejudice in work-related settings, and performance gains. The authors suggest the recursive nature of the model can trigger institutional level shifts in logics or result in isomorphic pressures that further change organizational fields and organizations.

The contribution rests in a multi-level examination to help understand how environmental pressures can motivate organizations to enact broader changes related to social justice, specifically increasing efforts in DEI inside the operational aspects of the organization. By enacting these changes, the authors suggest the resultant positive changes in organizations will enhance culture and performance, creating isomorphic pressure for industry wide changes that may begin to move the needle on addressing systemic problems that feed prejudicial behavior in the workplace.

The purpose of this paper is to examine some of the antecedents and outcomes associated with a sense of place (SOP) on the part of Myanmar migrant workers working in Thailand toward their place of work. The transformational leadership of top management and diversity climate were selected as the antecedent variables, whereas turnover intention was selected as the outcome variable. Belongingness theory and social identity theory were used as the theoretical foundation to support the roles of these variables.

Survey data were collected from Myanmar migrant workers working at two factories in Thailand (n=736). Partial least squares regression was used for the data analysis.

The results support a negative linkage between SOP and turnover intention. The positive contribution of transformational leadership of top management and diversity climate to SOP was also supported. Moreover, diversity climate was found to partially mediate the positive contribution of transformational leadership of top management to SOP. Finally, the analysis found that the linkage between diversity climate and SOP was positively moderated by the length of stay of the Myanmar migrant workers in the organization.

This study provides new evidence showing that SOP also matters for foreign migrant workers in terms of developing emotional attachment to the workplace outside their home country and that these workers were less likely to leave the workplace although they were a culturally minority group in the organization. This research also provides new evidence concerning the role of the transformational leadership of top management and workplace climate, which were antecedents of an SOP toward the organization.

The purpose of this case study is to test a moderated mediation model linking employees' perceived HRM practices to organizational citizenship behaviours (OCB) with perceived insider status as the mediator and emotional exhaustion as the moderator in a Chinese high-tech organization.

A sample of 417 Chinese employees were recruited from a large Chinese high-tech company to participate in a paper-and-pencil survey, and mediation and moderation were analysed using PROCESS macro for SPSS.

Perceived insider status partially mediates the relationship between perceived HRM practices and OCB, and emotional exhaustion moderates the relationship between perceived insider status and OCB such that the strength of the relationship is stronger in employees with low emotional exhaustion levels than in employees with high emotional exhaustion levels.

There is a need for organizations to promote the physical and psychological well-being of its employees in order to maximize the effectiveness of HRM practices.

This case study provides novel insights into how employees' perceived HRM practices elicit OCB and its boundary conditions in collectivistic cultures.

The increasing diversity among workforces – as well as the increasing diversity among patient populations served – offers a variety of opportunities and potential pitfalls for healthcare organizations and leaders. To unravel this complexity, the authors aim to holistically understand how to maximize provider and patient experiences regardless of (1) the degree to which diversity is present or lacking, and (2) the type(s) of diversity under consideration.

This conceptual paper develops a framework that combines three organizational behavior theories – emotional labor theory, similarity-attraction theory and climate theory – with evidence from the broader healthcare literature.

Authentic interactions yield positive outcomes for providers (i.e. improved job attitudes and work-related well-being) and patients (i.e. patient satisfaction) and acts as a mediator between demographic diversity and positive outcomes. Demographic similarity facilitates authentic interactions, whereas demographic diversity creates an initial barrier to engaging authentically with others. However, the presence of a positive diversity climate eliminates this barrier.

The authors offer a conceptual model to unlock positive outcomes – including reduced absenteeism, better morale and improved patient satisfaction – regardless of the level and types of diversity present within the workforce. In addition to deriving an agenda for future research, the authors offer practical applications regarding how diversity can be more effectively managed and promoted within healthcare organizations.

The purpose of this paper is to examine the importance of strategic human resource development (HRD) in small and medium‐sized enterprises (SMEs) with specific reference to key issues around training, development and education as well as an emerging issue of significance, age diversity management.

The approach undertaken in the paper is to draw upon relevant literature and research as well as the authors' own analysis of the relationship between strategic human resource management (SHRM), HRD and SMEs based on prior research.

The findings of the research and analysis is that SMEs which take a strategic approach to training and development of their human resources will profit not only from a competitive position in their marketplace but also be well placed to adjust to changing and often uncertain external influences on the business environment presented to organisations in the twenty‐first century.

It is envisaged that SMEs should make changes to their current practices and adopt a more strategic approach to the development of their people based on the practical implications outlined within the paper as to how organisations can implement HRD practices linked to broader corporate strategy.

The paper adds value in broadening the existing focus of SHRM and HRD on large corporations to engendering the need to also develop good HRD practices within emerging and growing SMEs and recognising the important role that they can play in developing an age diverse workforce.

This purpose of this paper is to examine whether and how different diversity approaches of public, semi-public and private sector organizations affect negative treatment experienced in the workplace. Broadly speaking, organizations might either approach diversity as a problem of inequality or as a resource and an added value for the organization. As such, a pro-equality and a pro-diversity approach can be distinguished which are both examined in this paper.

In a quantitative study, structural equation modeling was used on survey data of a representative sample of Dutch employees.

Results show that while both approaches are negatively associated with negative treatment, the pro-diversity is most strongly so. Sector differences were less pronounced than expected, although employees across different sectors of employment benefit from both the approaches to a different extent.

Further research examining the effect of diversity approaches to negative treatment across sectors is required. Suggestions for further research are discussed.

Looking at sector differences, the findings showed that employees across public, semi-public and private sector organizations benefitted from the diversity approaches to a different extent. Organizations across different sectors are therefore suggested to adopt different diversity approaches to combat negative treatment in the workplace.

Most studies either focus on a pro-equality or pro-diversity approach. The present study combines both and, moreover, pays attention to the way both approaches affect negative treatment experienced in the semi-public sector. Examining variation within the public sector is unique in the context of diversity research.

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.