Relying on second opinions for potentially racist encounters
Bibliographic Data
| ID | 6058715 |
|---|---|
| Authors | Olga Chapa (Texas A&M University-Victoria), María Del Carmen Triana (0000-0002-2984-1466, University of Wisconsin–Madison), Pamela Gu (0000-0003-1665-5493, University of Wisconsin–Madison) |
| Year | 2020 |
| Volume | 39 |
| Issue | 2 |
| Pages | 219-234 |
| Publication date | 2020-01-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Equal Opportunities International (JOURNAL) |
| Journal identifiers | ISSN: 1758-7093 • E-ISSN: 2040-7149 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/edi-09-2019-0242 |
| OpenAlex | W3002417340 |
| Language | EN |
| References cited | 34 |
Purpose The purpose of this paper is to examine how employees’ perceptions and the perceptions of others close to them influence employee reactions to perceived racial discrimination at work. Design/methodology/approach Integrating the interactional model of cultural diversity (IMCD) with signaling theory, this study examines how others close to an employee can influence employee job satisfaction and turnover in response to potentially racist encounters. The research question is tested using a field study. Findings Results from a field study of paired participants (surveying the employee plus a paired participant who knew them well) showed that employees’ reactions to perceived racial discrimination are influenced by the perceptions of others close to them. For employees who perceive low discrimination, job satisfaction is lower when others close to them perceive high discrimination against the employee. While the probability of turnover for employees who perceive low discrimination is similar whether paired participants perceive low or high discrimination, their probability of turnover is highest when both they and the other person perceive high racial discrimination against the employee. Research limitations/implications Suggestions are provided to avoid the appearance and/or practice of discriminatory acts. Originality/value This paper integrates the influence of others close to employees in the IMCD diversity climate, individual career outcomes and organizational effectiveness
Diversity management · Job satisfaction · Originality · Perception · Political science · Turnover · Cultural Differences and Values · Gender Diversity and Inequality · International Student and Expatriate Challenges · Psychology · Social Psychology
Transformational Leadership and Job Behaviors
Research Notes. Outcomes of Perceived Discrimination Among Hispanic Employees
Employment Discrimination in Organizations
Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior
Why Does Affect Matter in Organizations?
Signaling in Retrospect and the Informational Structure of Markets
Intermediate linkages in the relationship between job satisfaction and employee turnover.
A Meta-Analysis of Antecedents and Correlates of Employee Turnover
Common method biases in behavioral research
The Personal/Group Discrimination Discrepancy
A matter of feeling? The affective tone of organizational commitment and identification
Using self‐report questionnaires in OB research
Complaints and complaining
| Highly cited | No |
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