Diversity Culture and Climate

Diversity Culture and Climate

1. Chen et al (2012) Motivational CQ and intercultural success

   • This study provides empirical support for the success of fostering a diversity climate for multilevel performance success. using a sample of 305 realtors in the US (26 Real estate organisations) with an intercultural workforce (both realtors, buyers and seller originating from different cultures) the authors investigated how motivational EQ (an others, self, and perceptual orientation/intrinsic drive to interact with diverse individuals positively, exercising high levels of interpersonal astuteness, learning orientation and skills and abilities to share cross-cultural knowledge). Authors found a positive relationship between the organisations diversity climate (efforts to create and sustain an environment conducive of cognitive variety through valuing others opinions and establishing a psychologically safe atmosphere from the top down, inclusiveness - a synergistic approach) and the realtors motivational EQ in individual and organisational sales performance (measured by... find out)

2. Dwertmann et al (2016) Disentangling Fairness and Discrimination & Synergy perspectives on Diversity Climate

   • - The intended and logical outcome of a positive diversity climate at the organisational level includes greater structural integration or diversity representation 
   • -This can lead to a reduction in group-based inequities in access to jobs and rewards and enhanced organisational effectiveness at attracting diverse talent and customers for whom social justice concerns are paramount  - A fairness and discrimination diversity climate should enhance EXPERIENCES OF INCLUSION OR ELIMINATE EXPERIENCES OF HARASSMENT OR DISCRIMINATION - The synergy perspective on diversity climate is primarily fueled by perceptions at the unit level and reflects the widespread interest in performance benefits of diversity 
   • - According to Dwertmann et al, the distinction between F&D climates and Synergistic climates in that ''when the goal of diversity climate is to leverage synergistic outcomes (cultivating the cognitive variety to advance creative and innovative problem solving and proactiveness) rather that establishing an environment that promotes fairness and equity through conscious leadership practices that eliminate unfair practices 
   • - Research on group diversity and performance has demonstrated that the value in diversity tends to emerge ONLY UNDER THE RIGHT CONDITIONS - Dwertmann et al insist that the two perspectives have different outcomes but they are interdependent. A synergistic diversity climate can also operate at an organisational level according to the authors who suggest that  firm innovation or performance is seen as an outcome of top management diversity (Indra Nooyi's mission statement (hiring more women and people of colour is a business imperative) as a testimonial of diverse leadership)
   • - Authors conclude their LIT REVIEW by making it apparent that a significant number of studies do not share an understanding of diversity climate - diversity climate measures should be objective with clear outlines, not a subjective/face value interpretations measured by factual reporting of the existence of certain practices of diversity  - Authors emphasize the greater value of unit level measurement rather than individual because diversity climates are enforced and interpreted by the unit (teams, organisational) as well as valuing an individuals own experiences 
   • synergy: creating positive outcomes and preventing negative ones (glass half-full/ promoting the positive outcomes of diversity
     • F&D: Experiences on inclusion and reduce or eliminate experiences of harassment or discrimination (deals with the harmful consequences of uncultivated diversity

3. Nishi (2013) The benefits of climate for the inclusion of gender-diverse groups