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Demographic Diversity and Goal Setting (WITHDRAWN)
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Author: Jaehee Jong, Northern Illinois U.
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Previous studies on demographic diversity have yielded inconsistent results with respect to several individual and organizational outcomes. We propose that job characteristics will be beneficial to reduce the potentially detrimental influence of demographic diversity on individual perceptions. Specifically, we examine the role of job characteristics (i.e., formalization, centralization, specialization, and task interdependence) as moderators in the effect of demographic diversity (i.e., sex and race) on goal setting perception (i.e., goal specificity and goal difficulty). Using a sample of state employees, we found few main effects of demographic diversity on goal setting, but found that sex and race diversity each has its own distinct effects under certain situations. First, in organizations that are formalized, the impacts of race diversity on goal specificity and goal difficulty are stronger. On the other hand, in organizations that are centralized, the impact of sex diversity on goal specificity is stronger. Finally, in organizations where tasks are interdependent, the impact of sex diversity on goal difficulty is weaker. Overall, while our results confirm the complex nature of diversity effects that has been mentioned in previous research, they contribute further evidence on the effectiveness of demographic diversity, providing evidence that some contextual environment in public organizations—formalization and centralization—may counteract the negative consequences of demographic diversity.
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Search Terms: diversity | goal setting | state government
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Paper is No Longer Available Online: Please contact the author(s).
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Retaining employees - A study on work values of the millennial generation
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Author: Fabian Hattke, U. of Hamburg
Author: Fabian Homberg, U. of Southampton
Author: Judith Znanewitz, Helmut Schmidt U.
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In the recent past, organizations have faced difficulties with developing and retaining a professional and committed workforce, because they struggle to cater towards the preferences of the incoming millennials. This paper investigates drivers of employees’ career commitment on the basis of a sample of millennial personnel serving in the German Federal Armed Forces and its administrative bodies. We study the direct effects of supervisor and organizational support on career commitment and explore the mediating roles of supervisor and organizational identification. We evaluate recent administrative reforms aiming at increasing the employer’s attractiveness by emphasizing work values that are important to the millennial generation: personal development and work-life balance. Results indicate that the former impacts more strongly on the millennials’ career commitment than the latter. Our data also suggests that organizational support is more effective when it comes to addressing these work values than the support from immediate supervisors.
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Search Terms: Career Commitment | Personal Development | Support
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Paper is No Longer Available Online: Please contact the author(s).
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Organizational-level Antecedents of Manager Perceptions of Stakeholder Attributes (WITHDRAWN)
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Author: Lu Jiao, Macquarie U.
Author: Graeme Harrison, Macquarie U.
Author: Jinhua Chen, Macquarie U.
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Manager perceptions of stakeholder salience and stakeholder attributes of power, legitimacy and urgency have been widely recognized in research and practice as factors affecting organizational strategy formulation, accountability practices, and performance, both social and financial. However, little empirical research has examined the organizational-level antecedents of manager perceptions of stakeholder attributes. This study draws on the attention-based view of the firm to examine the effect of organizational stakeholder culture on manager perceptions of stakeholder attributes. We examine this effect in a sample of 621 Australian not-for-profit organizations, a unique context in which organizations pursue dual and potentially conflicting objectives and deal with multiple stakeholders. The study demonstrates the importance of stakeholder culture in affecting manager perceptions of stakeholder attributes generally, and differentially for normative and derivative stakeholders.
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Search Terms: stakeholder culture | stakeholder attributes | not-for-profit
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Paper is No Longer Available Online: Please contact the author(s).
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Gender Gaps in the Federal Government: Examining Perceived Discrimination and Actual Disparities
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Author: Jaclyn Piatak, U. of North Carolina, Charlotte
Author: Ashley Nelson, U. of North Carolina, Charlotte
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Workplaces in today’s society are becoming increasingly diverse. As a result of a changing workforce and the benefits of diversity, organizations have shifted the focus from non-discrimination to diversity management. Scholars have called on public organizations to lead the way in effective diversity management, but how much progress has been made in the federal government? While gender gaps have narrowed at the federal government level, gender differences persist. Using the 2014 Federal Employee Viewpoint Survey, this study examines how women and minority women feel or perceive discrimination in the workplace and the actual discrepancies in supervisory status. The study found that female and minority female federal government employees were less likely to feel included in the workplace, and that female federal government employees were less likely to hold supervisory status. The federal government has steps to take to be a gender-neutral work environment and a role model for diversity management.
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Search Terms: Gender | Inclusion | Discrimination
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Paper is No Longer Available Online: Please contact the author(s).
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The relation between organizational diversity and employees’ turnover behavior
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Author: Sarah Krøtel, Aarhus U.
Author: Anders Ryom Villadsen, Aarhus U.
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Managing diversity is an important challenge in public sector organizations. A substantial amount of research has explored antecedents to diversity in public organizations, yet surprisingly little research has explored outcomes of diversity in public organizations. The present study contribute to research by exploring how employee diversity is related to turnover behavior. Specifically, we explore the importance of demographic diversity on turnover among employees from that same demographic grouping. We focus on three widely studied demographic groups: gender, ethnicity, and age. Using Danish register data we find that turnover does seem to be affected by employee composition but in surpiring and unexpected ways. Implications for theory and future research are discussed.
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Search Terms: Diversity | Turnover | Public organizations
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Paper is No Longer Available Online: Please contact the author(s).
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