Actions speak louder than words: Outsiders' perceptions of diversity mixed messages

• Main Authors: WINDSCHEID, Leon, BOWES-SPERRY, Lynn, KIDDER, Deborah L., CHEUNG, Ho Kwan, MORNER, Michele, LIEVENS, Filip
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2016
• Subjects: Diversity; mixed message; employer attractiveness; women on board; behavioral integrity; Human Resources Management; Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/5736; https://ink.library.smu.edu.sg/context/lkcsb_research/article/6735/viewcontent/Windscheidetal2016DiversityMixedMessages_afv.pdf
• Institution: Singapore Management University

To attract a gender diverse workforce, many employers use diversity statements to publicly signal that they value gender diversity. However, this often represents a misalignment between words and actions (i.e., a diversity mixed message) because most organizations are male dominated, especially in board positions. We conducted 3 studies to investigate the potentially indirect effect of such diversity mixed messages through perceived behavioral integrity on employer attractiveness. In Study 1, following a 2 x 2 design, participants (N = 225) were either shown a pro gender diversity statement or a neutral statement, in combination with a gender diverse board (4 men and 4 women) or a uniform all-male board (8 men). Participants' perceived behavioral integrity of the organization was assessed. In Study 2, participants (N = 251) either read positive or negative reviews of the organization's behavioral integrity. Employer attractiveness was then assessed. Study 3 (N = 427) investigated the impact of board gender composition on perceived behavioral integrity and employer attractiveness using a bootstrapping procedure. Both the causal-chain design of Study 1 and 2, as well as the significance test of the proposed indirect relationship in Study 3, revealed that a diversity mixed message negatively affected an organization's perceived behavioral integrity, and low behavioral integrity in turn negatively impacted employer attractiveness. In Study 3, there was also evidence for a tipping point (more than 1 woman on the board was needed) with regard to participants' perceptions of the organization's behavioral integrity.