Demographic dissimilarity, value congruence, and workplace attachment

Jorge A. González

29 citations0/0 files storedJournal of Managerial Psychology

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Job Satisfaction and Organizational Behavior Social and Intergroup Psychology Gender Diversity and Inequality

Abstract

Purpose – Relying on relational demography and person-organization fit perspectives, the purpose of this paper is to explore the interactive effect of demographic dissimilarity and value congruence on workplace attachment outcomes – affective and normative organizational commitment and turnover intentions. Based on optimal distinctiveness theory, asymmetrical effects across gender and race/ethnicity are also examined. Design/methodology/approach – A diverse sample of 278 restaurant workers in 30 different work units is used to test the hypotheses using hierarchical OLS regression. Findings – The results partially support the idea that perceived and objective value congruence moderate the relationship of race/ethnic and gender dissimilarity on workplace attachment. Tests for asymmetrical demographic group effects showed that value congruence had a stronger moderating effect for whites than for people of color, and for men than for women. Research limitations/implications – The results suggest that value congruence can ameliorate the adverse diversity effects on workplace attachment, but that a complete substitution effect may not be present. Women and minorities may still be sensitive to demographic representation even when their value congruence is high. This implies that a simultaneous pursuit of fit and diversity is an adequate diversity management strategy to stimulate the inclusion and workplace attachment of all social groups. Originality/value – This study joins a limited number of studies addressing the interaction of value congruence and demographic dissimilarity, and presents empirical evidence from a work setting. Also, this is the first study to show gender and race/ethnic differences in this interaction.

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References

2000An Integrative Theory of Intergroup Conflict 2005CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION, PERSON–GROUP, AND PERSON–SUPERVISOR FIT 1991PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT 1972The attraction paradigm 2000Social Identity and Self-Categorization Processes in Organizational Contexts 1996Who is this "We"? Levels of collective identity and self representations.1999Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups 2004Work Group Diversity and Group Performance: An Integrative Model and Research Agenda.

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2019Speaking up when values are aligned 2023From cultural intelligence to workgroup inclusion through synchrony preference and perceived workgroup similarity

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