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Promoting Diversity in Organizations: a Procedural Justice Approach.

Author: Jennifer Brooke FlynnTom R TylerBarry CohenMadeline HeilmanTessa WestAll authors
Publisher: 2012.
Dissertation: Ph. D. New York University 2012
Edition/Format:   Thesis/dissertation : Document : Thesis/dissertation : eBook   Computer File : English
Publication:Dissertation Abstracts International, 74-04B(E)
Summary:
As organizations become more diverse, there has been a heightened interest in effective diversity management. Unfortunately, some traditional diversity management practices provoke feelings of resentment among their intended beneficiaries, as well as backlash among biased individuals. However, there is an alternative to traditional diversity management practices in organizations: a procedural justice approach to
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Genre/Form: Academic theses
Dissertations, Academic
Material Type: Document, Thesis/dissertation, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Jennifer Brooke Flynn; Tom R Tyler; Barry Cohen; Madeline Heilman; Tessa West; Kay Deaux
ISBN: 9781267799609 1267799609
OCLC Number: 872608442
Notes: Source: Dissertation Abstracts International, Volume: 74-04(E), Section: B.
Adviser: Tom R. Tyler.
Description: 1 online resource (113 pages)

Abstract:

As organizations become more diverse, there has been a heightened interest in effective diversity management. Unfortunately, some traditional diversity management practices provoke feelings of resentment among their intended beneficiaries, as well as backlash among biased individuals. However, there is an alternative to traditional diversity management practices in organizations: a procedural justice approach to managing diversity. This approach frames diversity management as the fair and equal treatment of all employees, regardless of gender, race, or other social group. The merits of this procedural justice approach were examined in a series of five studies. First, Study One found that police officers who were fairly treated by their department were also more likely to be committed to their department and less likely to want to leave their job.

Given that procedural fairness has a positive impact on the workplace, Studies Two through Five examined whether conditions of procedural justice could be created, and whether women and minority members would thrive under these conditions. Study Two examined whether instructing individuals to behave in a fair way would positively impact negotiations between men and women. Study Three tested whether instructions to behave with procedural fairness would impact a sexist individual's judgments of a woman's resume. Finally, given that this procedural justice approach seemed effective, Studies Four and Five contrasted a traditional diversity management approach with an approach promoting fairness for all individuals. Individuals read messages from leaders either promoting diversity or the equal treatment of all individuals as a corporate value.

Participants reported higher organizational commitment after reading the message that promoted equal treatment, versus the message promoting diversity. Together, these studies found that framing diversity management in terms of fairness to all employees could be an effective approach. Importantly, by framing the argument in terms of the fair treatment of all employees, a procedural justice approach also avoids provoking backlash effects (Study Four and Five) that could harm women and minority group members.

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