A TALE OF TWO CLIMATES: DIVERSITY CLIMATE FROM SUBORDINATES’ AND MANAGERS’ PERSPECTIVES AND THEIR ROLE IN STORE UNIT SALES PERFORMANCE

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Expanding Insights on the Diversity Climate–Performance Link: The Role of Workgroup Discrimination and Group Size (2014, methodology): “First, our research contributes to the empirical investigation of the effects of diversity climate, a study direction that seems promising but is not yet very well developed (Avery & McKay, 2010; McKay et al., 2009; Van Knippenberg & Schippers, 2007).”
Spotlight on Age‐Diversity Climate: The Impact of Age‐Inclusive HR Practices on Firm‐Level Outcomes (2013, background): “In the meantime, there is also considerable empirical support for such positive relationships of diversity climate with collective performance (McKay et al., 2009) or customer satisfaction (McKay et al., 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): “Besides loyal behavior, other studies have found that more supportive diversity climates are associated with unit-level outcomes such as sales growth (McKay et al., 2009) and customer satisfaction (McKay, Avery, Liao, & Morris, 2011).”
Organizational climate and culture. (2009, unknown): “McKay et al. (2009) found thatunitsalesimprovementsweremostpositive when managers and subordinates both reported that their organization had a supportive diversity climate.”