an article by Olga Chapa (University of Houston-Victoria, Texas, USA) and María del Carmen Triana and Pamela Gu (University of Wisconsin-Madison, USA) published in Equality, Diversity and Inclusion Volume 39 Issue 2 (2020)
Abstract
Purpose
The purpose of this paper is to examine how employees’ perceptions and the perceptions of others close to them influence employee reactions to perceived racial discrimination at work.
Design/methodology/approach
Integrating the interactional model of cultural diversity (IMCD) with signalling theory, this study examines how others close to an employee can influence employee job satisfaction and turnover in response to potentially racist encounters. The research question is tested using a field study.
Findings
Results from a field study of paired participants (surveying the employee plus a paired participant who knew them well) showed that employees’ reactions to perceived racial discrimination are influenced by the perceptions of others close to them. For employees who perceive low discrimination, job satisfaction is lower when others close to them perceive high discrimination against the employee. While the probability of turnover for employees who perceive low discrimination is similar whether paired participants perceive low or high discrimination, their probability of turnover is highest when both they and the other person perceive high racial discrimination against the employee.job_satisfaction
Research limitations/implications
Suggestions are provided to avoid the appearance and/or practice of discriminatory acts.
Originality/value
This paper integrates the influence of others close to employees in the IMCD diversity climate, individual career outcomes and organisational effectiveness.
Labels:
job_satisfaction, turnover, racial_discrimination,
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