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Establishing a Diversity Program is Not Enough: Exploring the Determinants of Diversity Climate

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Abstract

Purpose

This study provides an organizational level investigation of the determinants of perceptions of diversity climate among employees.

Design/methodology/approach

In total, 3,578 employees across 163 hotels provided data. Measures of diversity programs, managerial values and diversity climate were drawn from independent groups of employees.

Findings

Support was found for the relationship between the deployment of diversity programs and diversity climate. This relationship was moderated by the actual diversity and the collective relational values of the management teams. Further, collective managerial relational values were found to be predictive of the adoption of diversity initiatives.

Implications

This study provides evidence that though the presence of diversity initiatives was associated with higher levels of diversity climate, this relationship is not straightforward. Organizational attention to contextual factors, including managerial values and levels of minority representation in management, is necessary to enhance the efficacy of these programs.

Originality/value

In spite of growth in practitioner and scientific attention, few conclusions are possible regarding the influence of organizational diversity on organizational level outcomes (Jackson et al., J Manage 29:801–830, 2003). This study responds to recent evidence that diversity climate moderates the relationship between diversity and organizational performance and answers calls for empirical attention to understanding how diversity climates are created and managed (Gonzalez and DeNisi, J Organ Behav 30(1):21–40, 2009).

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Author information

Authors and Affiliations

  1. Department of Management, East Carolina University, 121 Slay Hall, Greenville, NC, 27858, USA

    Andrew O. Herdman

  2. Department of Management, East Carolina University, 324 Bate Building, Greenville, NC, 27858, USA

    Amy McMillan-Capehart

Authors
  1. Andrew O. Herdman
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  2. Amy McMillan-Capehart
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Correspondence to Andrew O. Herdman.

Additional information

Received and reviewed by former editor, George Neuman.

Appendix

Appendix

The following are the items used to assess managerial relational values:

  1. 1.

    In my opinion, our employees’ capabilities are our main source of competitive advantage.

  2. 2.

    In my opinion, employee commitment and motivation are more important than location and hotel brand to the success of any hotel.

  3. 3.

    My primary responsibility is to create an environment that maximizes employee productivity and contribution level.

  4. 4.

    As long as employees continue to do a good job, they can expect to stay here as long as they want.

  5. 5.

    Employees will work harder if I show that I care about them personally.

  6. 6.

    For a management position, I would rather hire a current employee with training needs than someone from outside with no training needs.

  7. 7.

    One of my core responsibilities as a leader is to prepare others for future promotion.

  8. 8.

    Providing job security to employees is a key management responsibility.

  9. 9.

    I believe that it is management’s obligation to provide all employees with long-term career opportunities.

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Herdman, A.O., McMillan-Capehart, A. Establishing a Diversity Program is Not Enough: Exploring the Determinants of Diversity Climate. J Bus Psychol 25, 39–53 (2010). https://doi.org/10.1007/s10869-009-9133-1

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