Using diversity climate theory and research, this paper examines the relationships among an organization’s actions which indicate a value for age diversity and potential applicants’ reactions toward that organization. Specifically, we investigate the interactive effects of an organization’s age diversity, an organization’s age diversity management practices, and potential applicants’ individual attitudes toward age diversity on two outcome variables, organizational attractiveness and expected age discrimination. We conducted an experimental survey study with a sample of 244 German employees likely to be in (...) the job market again in their careers. Organizational age diversity and age diversity management practices were positively related to organizational attractiveness and negatively related to expected age discrimination. Results also support a three-way interaction of an organization’s age diversity, an organization’s age diversity management practices, and potential applicants’ attitudes toward age diversity on both dependent variables. The findings demonstrate the importance of considering individual attitudes toward age diversity in assessing the effectiveness of an organization’s age diversity and age diversity management practices. (shrink)

This study examined the relative effect of diversity climate dimensions captured by two measures: Mor Barak et al.’s (Journal of Applied Behavioral Science, 34:82–104, 1998 ) diversity climate scale and Chrobot-Mason’s (Journal of Managerial Psychology 18:22–45, 2003 ) diversity promise fulfillment scale on professional employee of color outcomes: organizational commitment (OC) and turnover intentions. We hypothesized that the two scales would measure different aspects of diversity climate. We further hypothesized that the different climate dimensions would interactively affect the employee of (...) color outcomes. Third, we predicted that diversity climate would mediate between diversity promise fulfillment and employee of color outcomes. Finally, we hypothesized that organizational commitment would mediate the interactive effect of diversity climate dimensions on turnover intentions. Results indicated that the diversity scales each predicted unique variance in employee outcomes and that the climate dimensions interactively influenced professional of color organizational commitment and turnover intentions. We also found that the diversity climate dimension, as measured by the Mor Barak scale, mediated between diversity promise fulfillment and the outcomes. Finally, we found complete mediated moderation between the interaction of the two climate measures and turnover intentions by organizational commitment. Implications are discussed. (shrink)

Humility is increasingly recognized as an essential attribute for individuals at top management levels to build successful organizations. However, research on CEO humility has focused on how humble chief executive officers (CEOs) shape collective perceptions through their interactions and behaviors with other organizational members while overlooking CEOs’ critical role in making strategic decisions. We address this unexplored aspect of CEO humility by proposing that humble CEOs influence decision-making decentralization at the top management team (TMT) and subsequently promote an organizational ethical (...) culture. Using a sample of CEOs and TMT members from 120 small- and medium-sized enterprises, we find strong support for our hypotheses. We discuss important implications for research on CEO humility and strategic leadership. (shrink)

Despite significant promotion of diversity in companies, as well as legislation for equal opportunities for women and men, it must be noted that women still remain largely in the minority in decision-making positions. This observation reflects the phenomenon of the glass ceiling that constitutes vertical discrimination within companies against women. Although the glass ceiling has generated research interest, some authors have pointed out that theoretical models have made little attempt to develop an understanding of this phenomenon and its implications. Therefore, (...) our study aims to fill this gap and to better understand the phenomenon of the glass ceiling by considering both its antecedents and its possible consequences. More precisely, we extend the model developed by Elacqua et al., proposing a more comprehensive model including organizational gender culture as a third factor in the emergence of the glass ceiling through the perception of differential treatment. We also investigated the glass ceiling’s consequences for organizational attitudes and well-being at work by considering work-to-family conflict as a possible mediator. We surveyed 320 women in managerial positions in a Belgian organization. Our study highlights the importance of all three factors in the emergence of the perception of differential treatment and, ultimately, the perception that a glass ceiling exists. Moreover, our results show that WFC fully mediates the effects of the glass ceiling on job strain and job engagement, and partially mediates the effects of the glass ceiling on job satisfaction and intention to quit. (shrink)

Unethical pro-organisational behaviour is an ongoing concern, prompting the need for more nuanced understanding of the workplace environment most likely to inhibit it. This study considers the role of risk climate, sometimes referred to as risk culture, as well as ethical climate, for reducing UPB. The study investigates whether four risk climate factors can, by focusing on the long-term consequences of UPB to the organisation, and providing guidance on behavioural norms, reduce UPB misconduct. Surveying employees in three financial institutions we (...) found that only one of the risk climate factors, avoidance, is consistently associated with UPB. On the other hand, a self-interested, ethical climate significantly increases UPB in all samples. In multi-climate analysis, we found that risk climate factors interacted with ethical climate to predict UPB. That is, when employees perceive that the workplace ethos is not self-interested, three factors of risk climate—avoidance, proactive and manager—significantly predict UPB. UPB is least likely when self-interest is low, avoidance risk climate is low, proactive risk climate is high and manager risk climate is high. Implications for leaders are discussed. (shrink)

Following on theoretical work and studies that assert a relationship between unethical activities and diminished well-being, and a common belief that those more ethically inclined experience greater well-being, the present study examined whether individual differences in ethical orientation may be associated with the experience of well-being. This paper reports the findings of two separate studies showing that individual differences in moral attentiveness, moral identity, idealism, relativism, and integrity were associated with differences in a wide range of well-being measures. Of particular (...) significance is not all ethical orientations were found to contribute to well-being. In fact, some negatively impacted individual levels of well-being. Implications for integrating these new findings into existing ethical theory and considerations for future research are explored. (shrink)

The increasing challenges faced by organizations have led to numerous studies examining human resource management (HRM) practices, organizational ethical climates and sustainability. Despite this, little has been done to explore the possible relationships between these three topics. This study, based on a probabilistic sample of 6,000 employees from six European countries, analyses how HRM practices with the aim of developing organizational ethics influence the benevolent, principled and egoistic ethical climates that exist within organizations, while also investigating the possible moderating role (...) played by their employees’ perception of corporate sustainability. Findings demonstrate that ability-enhancing practices (i.e. recruiting, selection and training) and opportunity-enhancing practices (i.e. job design, industrial relationships and employee involvement) improve benevolent and principled organizational ethical climates, while motivation-enhancing practices (i.e. performance management, compensation and incentives) rather than being related to these organizational ethical climates, are linked to the egoistic climate. In addition, the perceptions of the company’s employees in terms of corporate sustainability moderate these relationships, by reinforcing the positive relationships of ability-enhancing and motivation-enhancing HRM practices in terms of benevolent and principled ethical climates and by reducing the positive relationships between motivation-enhancing practices and egoistic climate. Specific implications for HRM research, teaching and practice are then advanced and discussed. (shrink)

The study examines the employment experience of workers with intellectual disability in the hotel sector in Australia. Through a qualitative case study, we interviewed managers and WWID, and held focus groups with supervisors and colleagues at three hotels. We have used the theoretical framework of corporate social responsibility to investigate HR practices that create an ethical climate which promote authentic work experiences for WWID. The study found that participative work practices provide evidence of how WWID fit in at the workplace. (...) When workers are confronted with work-related anxieties, the pragmatic nature of existential authenticity becomes a reality. Our findings reveal that managing workers ethically can lead to more authentic work experiences. In turn, this may promote social inclusion of WWID and improve their reported well-being. (shrink)

Whilst previous studies indicate perceived company ethicality as a driver of job seekers’ job-pursuit intentions, it is poorly understood how and why ethical market signals actually affect their application decisions. Perceptions of company ethicality result from market signals that are either within the control of the company and from market signals that are beyond the company’s control. Building on communication and information processing theories, this study therefore considers both types of ethical market signals, and examines the psychological mechanisms through which (...) they affect job seekers’ intention to apply for a job. The results from a controlled online experiment show that both types of ethical market signals increase job seekers’ job-pursuit intentions. These relationships are mediated by applicants’ attitude towards the job advertisement, their perceptions of corporate employment image and self-referencing. Consequently, the present study alerts practitioners to consider the effects of company-controlled and non-company-controlled ethical market signals, particularly when aiming to recruit highly-qualified millennial candidates. (shrink)

Stakeholder theory has received greater scholarly and practitioner attention as organizations consider the interests of various groups affected by corporate operations, including employees. This study investigates two dimensions of psychological climate, specifically perceived pay equity and diversity climate, for one such stakeholder group: racioethnic minority professionals. We examined the main effect of U.S. professionals’ of color pay equity perceptions, and the influence of perceived internal and external pay equity on turnover intentions. We also investigated the interactive effect of perceptions of (...) pay equity and diversity climate on turnover intentions. Results indicated that pay equity perceptions were negatively associated with turnover intentions. Our findings showed that perceptions of internal pay equity influenced turnover intentions but perceptions of external equity did not. Further, perceptions of pay equity and the diversity climate interactively influenced turnover intentions. Participants who reported an unfavorable diversity climate and a low perceived pay equity were most likely to report turnover intentions. Simple slope analysis for moderate pay equity also was significant. When perceived pay equity was high, favorability of the diversity climate did not affect turnover intentions. The findings have useful practical implications. When pay was perceived as equitable, participants appeared to pay less attention to the diversity climate. Employee pay equity perceptions may be malleable; sharing information with employees about pay levels during performance reviews may enhance perceptions of pay equity. The findings suggest that, consistent with stakeholder theory, organizations should attend to perceptions of both pay equity and diversity climate when striving to minimize the turnover intentions of professionals of color. (shrink)