Since the increased attention toward diversity in the workplace, the concepts of "diversity initiatives" and "diversity management" have become a common place in many conversations among academics and practitioners alike. The diversity movement in the workplace originated from the increased avocation for equal treatment of minority groups due to the dynamic composition of the modern workforce. Many organizations were forced to face these changes and the dilemma of how to respond to group differences to maintain and/or increase organization effectiveness and productivity. This volume will present new research on the colorblindness versus multiculturalism debate, assist in broadening the diversity ideology conversation, share this conversation across social science domains including industrial/organizational psychology, social psychology, and law and public policy, and highlight how the nature of diversity ideology may be fluid and therefore be different depending on the diversity dimension discussed.

A practical, expert-reviewed guide to growing software engineering teams effectively, written by and for hiring managers, recruiters, interviewers, and candidates.

Few time periods in the past five decades match the intensity of intergroup conflict that people around the world are currently experiencing. Polarized attitudes around various sociopolitical issues, such as gender equality and immigration, have dominated the media and our lives. Furthermore, these powerful social dynamics have also impacted the places where we work and intensified existing strains on workers and workplaces. To address these issues and improve organizational climates, more theories, research and collaborations to understand these phenomena are needed. The volumes in this series will describe and instigate scholarship that advances our understanding of diversity in organizations. This volume features renowned scholars who are unabashedly pushing the field by raising the questions that need to be asked, by working on topics that have received far too little research attention, and by holding researchers, practitioners, managers, organizations, and readers to task for doing what needs to be done to maximize social justice and egalitarian behaviors in the workplace. The chapters provoke the status quo in society and in scholarship, and in so doing, push our understanding of diversity in organizations.

Description of the foundations of organizing and managing diversities, and multidisciplinary, intersectional and critical analyses on key issues.

The current volume, the fourth in the series, provides a broad look at the meaning and understanding of diversity and inclusion in organizations. The contributors to this book look toward the future of D&I in organizations and the scholarship of these phenomena. This future focus references not only the content of the chapters-- which we hoped would offer new ideas, emphases, theories, and predictions-- but also to the contributors, emerging scholars who are the future of the field. Indeed, the chapters in this volume offer new perspectives on diversity in organizations, problematize existing perceptions and practices, and offer potential directions for change. Together, the questions and ideas offered these chapters generate a path forward for a thoughtful and nuanced view of D&I in future organizational science. In spite and because of their critiques of the status quo, the scholars and scholarship highlighted here provide hope for positive change.

This is a groundbreaking volume that provides informed, balanced yet frank discussion of US workplace diversity and diversity resistance issues. The chapters in this book put a name on behaviors and practices that have existed in the workplace for a long time, yet until recently have had no name. Further, the majority of the chapters innovativ

In recent years, diversity has become a priority for many organizations. However, historically marginalized groups such as women and racial minorities continue to be heavily underrepresented in various industries as well as in the higher echelons of many organizations. In this dissertation, I examine factors that contribute to a continued lack of diversity in organizations. In Chapter 1, I demonstrate that the size of a homogeneous group has important consequences for diversity management. I theorize that people make different Bayesian inferences about larger groups than smaller ones, such that they are more likely to diversify larger homogeneous groups than smaller ones. I find evidence for our theorizing in a series of pre-registered experiments as well as analyses of archival data on S&P 1500 corporate boards. In Chapter 2, I theorize that people who belong to or create groups within organizations (insiders) perceive those groups to be more diverse than outside observers (outsiders). This may be due to insiders being influenced by motivated reasoning concerns to construe their groups as diverse. Across four experiments, I find that participants judge groups that they created or belong to (i.e., where they had insider status) to be more diverse than participants with no role in the group's membership or creation (i.e., where they had outsider status). Consistent with my theorizing, I find that this effect is mediated by motivated reasoning. In Chapter 3, I examine how job-seekers value explicit ideological cues (signals revealing one's overall political ideology) as well as implicit ideological cues (signals suggesting one's position on a particular issue without explicitly conveying overall political ideology). Relative to explicit ideological cues, implicit cues may be less risky for job-seekers by creating uncertainty about their political leanings, which could reduce the likelihood of facing ideological discrimination. I show in a pre-registered, incentivized economic game that job-seekers perceive less cost in sending implicit ideological cues to an ideologically misaligned employer, relative to explicit cues. Together, this dissertation provides potential explanations for the continued lack of diversity in organizations.