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The purpose of this paper was to develop and test a model examining how hotel managers’ psychological diversity climate affects job satisfaction, the moderating effect of racioethnic minority status and the mediating role of organizational justice.

A sample of frontline managers from 164 individual hotel properties was used. Hierarchical linear regression analysis was used to examine the underlying mechanism through which psychological diversity climate impacts job satisfaction.

The results found support for the mediating effect of organizational justice between managers’ psychological diversity climate and job satisfaction. Racioethnic identity moderated the relationship between psychological diversity climate and organizational justice, thereby supporting the mediated-moderated model proposed in the current research.

The findings show the importance of improving employee perceptions of diversity climate and organizational justice, particularly through recruitment practices, incorporating diversity into the corporate values, adopting formal diversity management practices and educating managers about the importance of diversity through formal training methods.

Little research has examined the underlying mechanisms that explain why psychological diversity climate affects organizational attitudes. Even less research has examined whether the link between a perceived positive diversity climate and job satisfaction is stronger for racioethnic minorities. These results provide meaningful insights for researchers because the hospitality industry is one of the largest employers of racioethnic minorities and immigrant employees.

The purpose of this paper is to examine how psychological diversity climate and leader inclusiveness relate to an employee’s self-reported propensity to engage in helping behaviors toward the leader or work group. The authors also tested whether these elements operate differently for women and racioethnic minorities.

A sample of 534 respondents completed electronic surveys. Hypotheses were tested with hierarchical multiple regression.

Results indicate a positive relationship between leader inclusiveness and leader-directed and work group-directed helping behaviors, particularly when accompanied by a positive psychological diversity climate. These relationships were stronger for racioethnic minorities and women relative to racioethnic majority members and men for leader-directed helping.

Data were self-report. Future research should incorporate data from other sources and additional outcomes.

Leaders who act inclusively can obtain measurable benefits with respect to employee helping by reinforcing a diversity climate.

Leaders should act in ways that demonstrate that they are inclusive; coupled with a positive diversity climate, this may encourage all members to engage in helping behaviors, which may have a positive impact on society at large.

The authors addressed the call in past research for sending consistent signals across the organization regarding the value of diversity and inclusion.

Research on organizational diversity initiatives generally focus on either numerical diversity or racial climate. Both facets of diversity are critical, however, research has rarely examined their impact simultaneously. The paper aims to discuss these issues.

In the current study, the authors use the context of higher education, to examine how variations in the composite of numerical diversity and racial climate predict psychological disparities between faculty of color (FOC) and White faculty. The authors test how institutions that engage in authentic diversity (i.e. institutions that are both numerically diverse and have a positive racial climate) compare to other diversity composites.

Using a data set of n=37,406 faculty members in US colleges/universities, this study found that racial disparities between FOC and White faculty for various psychological outcomes are smaller in authentic diversity institutions compared to institutions with low numeric diversity/ poor racial climate. Further, the data demonstrate that authentic diversity institutions have reduced psychological disparities compared to institutions with high numeric diversity/poor racial climate, but have similar disparities to institutions with low numeric/positive racial climate.

These results suggest that diversity climate may be the primary driver of mitigating psychological disparities between FOC and White faculty. However, it is necessary for institutions to authentically engage in diversity – by promoting both entities – to become more effective in reducing disparities.

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.

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.

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.

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.

The purpose of this paper is to examine how diversity climate in service organizations influence employee learning behavior. Additionally, the study examined the mediating effects of psychological safety and communication satisfaction between diversity climate and learning behavior.

Data were collected from 128 hotel and lodging managers by administering survey questionnaires. The dual mediational model was tested using the mediation test suggested by Preacher and Hayes (2008).

Results indicated that when managers perceived a positive diversity climate they also reported high engagement in learning behavior. Additionally, the study found the mediating effects of psychological safety and communication satisfaction.

The importance of learning behavior has been noted by researchers and practitioners because of its influence on service performance. Learning behavior is especially important in complex, error prone, and fast changing businesses like the services industry. This research contributes to the existing body of research by examining the influence of diversity climate on learning behavior, which has not been investigated empirically in the literature. The current research not only makes a significant contribution to the learning and diversity literature, but also informs practitioners how learning behavior can be increased and how diversity climate can be created in within service organizations, in particularly hospitality.

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 age diversity climate construct is gaining greater attention in the organizational literature due to the demographic changes in the workplace. While the few existing studies on age diversity climate (ADC) are rather encouraging, this construct is still at an early stage of conceptual and operational development. This chapter helps to advance this field of research by analyzing the conceptual issues stemming from the theoretical definition and empirical measurement of the ADC construct. We first review and compare ADC with other age-focused climate concepts, highlighting overlapping and diverging factors regarding their conceptual framework and operationalization. Subsequently, we consider several open issues related to the operationalization of ADC, including the level of analysis, the choice of referent, and the dimensions of analysis. We conclude the chapter by outlining possibilities for future research on ADC.

Globalization has brought many challenges to organizations, namely, in managing the performance of multicultural workforces to achieve organizational objectives. Past researchers have highlighted many factors that influence the employee’s performance, but the nature and scope of these factors is limited to the conventional setting. Therefore, the purpose of this paper is to develop a comprehensive framework to better understand the role of the psychological diversity climate, HRM practices and personality traits (Big Five) in job satisfaction and performance of the multicultural workforce.

Data were collected from 258 faculty members working in Saudi Arabia’s higher educational sector. Structural equation modeling was used with Amos 18 to analyze the data.

The findings of this study suggest that managers should adopt diversity practices to improve the psychological diversity climate among multicultural workforce. In addition, diversity training and unbiased performance appraisal systems also increase the faculty member’s job satisfaction and performance in multicultural settings. Finally, managers should consider openness to culture and sociability traits while selecting faculty members to work in multicultural settings.

This framework has never been tested in higher educational institutions and in multicultural setting.

The purpose of this paper is to investigate the impact of diversity climate and inclusion climate on safety participation behaviors through the mediating effect of the motivation to actively promote safety at work.

Participants were 491 workers employed in four Italian metal-mechanical companies. They completed a paper questionnaire containing measures of psychological diversity climate, psychological inclusion climate, safety motivation participation and safety participation behaviors. Data were analyzed with structural equation modeling.

Results showed that safety participation motivation fully mediates the relationship between diversity climate and safety participation behaviors, whereas it partially mediates the relationship between climate for inclusion and safety participation behaviors.

The present findings can help managers to motivate employees in pursuing safety goals independently of compensation or obligation by creating an organization in which the main concern is caring for each other’s well-being.

This is the first study which has empirically tested the relationships between diversity climate, inclusion climate and safety behaviors. It has extended previous research which simply tested the effects of objective types of diversity on safety performance.

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.