RACIAL DIFFERENCES IN EMPLOYEE RETENTION: ARE DIVERSITY CLIMATE PERCEPTIONS THE KEY?

By Patrick F. McKay, Derek R. Avery, Scott Tonidandel, Mark A. Morris, Morela Hernandez, M. Hebl. 2007

566 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/017768a9de19d2cd604f713248737b5f20f74d8c

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In Gender Studies

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Citations in the corpus

MEAN RACIAL‐ETHNIC DIFFERENCES IN EMPLOYEE SALES PERFORMANCE: THE MODERATING ROLE OF DIVERSITY CLIMATE (2008, background): “Recent studies have shown minority and nonminority employees alike who perceive a pro-diversity work climate also report more favorable work attitudes (Hicks-Clarke & Iles, 2000; Hopkins, Hopkins, & Mallette, 2001; McKay et al., 2007).”
Valuing diversity: a group‐value approach to understanding the importance of organizational efforts to support diversity (2009, background): “We controlled for minority status(1) (coded as 11⁄4minority and 01⁄4majority) because minorities have lower social status and tend to perceive more discrimination than majority group members (Goldman et al., 2006; McKay et al., 2007; Sidanius & Pratto, 1999).”
Mixed Signals: The Unintended Effects of Diversity Initiatives (2019, background): “Several investigations indicate that workplaces perceived as fair and diversity-supportive are beneficial for worker morale, productivity, and commitment (Avery, McKay, Wilson, & Tonidandel, 2007; Hicks-Clarke & Iles, 2000; McKay et al., 2007; Plaut, Thomas, & Goren, 2009).”
Understanding Tokenism: Antecedents and Consequences of a Psychological Climate of Gender Inequity (2010, unknown): “Nonetheless, limited empirical research has focused on the role of the climate of diversity in organizations (cf. Avery, McKay, Wilson, & Tonidandel, 2007; Barak, Cherin, & Berkman, 1998, Kossek, Markel, & McHugh, 2003; McKay, Avery, Tonidandel, Morris, Hernandez, & Hebl, 2007).”
The Psychological Benefits of Creating an Affirming Climate for Workplace Diversity (2013, background): “Other research suggests that diversity climate perceptions are significantly related to turnover intentions for Whites as well as racial minority groups (Kaplan et al., 2011; McKay et al., 2007).”
Spotlight on Age‐Diversity Climate: The Impact of Age‐Inclusive HR Practices on Firm‐Level Outcomes (2013, background): “, 2011) as well as for a negative relationship with turnover intentions (McKay et al., 2007).”
Cracking but not Breaking: Joint Effects of Faultline Strength and Diversity Climate on Loyal Behavior (2015, background): “Diversity climate, defined as shared perceptions among employees in a unit that people are treated fairly and are integrated into work environment regardless of background (McKay et al., 2007; Mor Barak, Cherin, & Berkman, 1998), is a contextual variable that influences the salience of social identi”
Social identity patterns in culturally diverse organizations: The role of diversity climate (2012, unknown): “As a result, particularly those employees who are different from most of their colleagues often experience less job satisfaction and higher turnover rates (McKay et al., 2007; Tsui, Egan, & O’Reilly, 1992).”
Skilled migrants' career capital as a source of competitive advantage: implications for strategic HRM (2015, background): “A successful implementation of SM diversity practices, as any other type of diversity climate (McKay et al., 2007), may depend also on the support and strong cultural values for this type of diversity (e.g. Guillaume, Dawson, Woods, Sacramento, & West, 2013).”
Establishing a Diversity Program is Not Enough: Exploring the Determinants of Diversity Climate (2010, background): “Further, diversity climate is emerging as an important intermediary outcome in the prediction of key organizational and individual outcomes (McKay et al. 2007; Gonzalez and DeNisi 2009).”
A lifespan perspective on job design: Fitting the job and the worker to promote job satisfaction, engagement, and performance (2012, background): “Moreover, the effects of the social environment, such as the age culture (cf. McKay et al., 2007) within the organization or the job– age stereotype (e.g., Perry, Kulik, & Bourhis, 1996) should be taken into account, as these could affect how both the worker and their coworkers perceive the fit…”
UNEQUAL ATTENDANCE: THE RELATIONSHIPS BETWEEN RACE, ORGANIZATIONAL DIVERSITY CUES, AND ABSENTEEISM (2007, background): “Because diversity concerns tend to be less salient to White employees, and reactions among those to whom they are salient may be positive, negative, or neutral (e.g., Avery, 2003; McKay, Avery, Tonidandel, Morris, Hernandez, & Hebl, 2007 ), their absenteeism (as a group) is less likely to be affect”
Scale Coarseness as a Methodological Artifact (2009, background): “…2006); personality and integrity (Marcus, Lee, & Ashton, 2007); organizational commitment, diversity climate perceptions, and turnover intentions (McKay et al., 2007); peer ratings of performance (Dierdorff & Surface, 2007); learning goal orientation and motivation to learn (Klein, Noe, & Wang,…”