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Not all differences are the same: T...

Spataro, Sandra Elizabeth.

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Not all differences are the same: The role of status in predicting reactions to demographic diversity in organizations.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Not all differences are the same: The role of status in predicting reactions to demographic diversity in organizations./
作者:	Spataro, Sandra Elizabeth.
面頁冊數:	147 p.
附註:	Chair: Jennifer A. Chatman.
Contained By:	Dissertation Abstracts International62-01A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3002271
ISBN:	9780493113586

Not all differences are the same: The role of status in predicting reactions to demographic diversity in organizations.
Spataro, Sandra Elizabeth.

Not all differences are the same: The role of status in predicting reactions to demographic diversity in organizations. - 147 p.

Chair: Jennifer A. Chatman.

Thesis (Ph.D.)--University of California, Berkeley, 2000.

The increasing demographic diversity in the U.S. workforce translates into more interactions, shared responsibilities, and interdependencies among coworkers who are demographically different from one another. While research has shown both desirable and undesirable effects of increasing diversity on the performance of work tasks for both majority and minority group members, the underlying social and psychological processes explaining positive versus negative effects of increasing diversity are not yet well understood.

ISBN: 9780493113586Subjects--Topical Terms:

626628
Business Administration, Management.

Not all differences are the same: The role of status in predicting reactions to demographic diversity in organizations.
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520 $a The increasing demographic diversity in the U.S. workforce translates into more interactions, shared responsibilities, and interdependencies among coworkers who are demographically different from one another. While research has shown both desirable and undesirable effects of increasing diversity on the performance of work tasks for both majority and minority group members, the underlying social and psychological processes explaining positive versus negative effects of increasing diversity are not yet well understood.
520 $a This study introduces the status value of a characteristic---that is, the extent to which a demographic characteristic is valued within the organization's informal social system---to show why differences on one characteristic (like sex) may be more or less meaningful than differences on another characteristic (like race). Further, examining one's informal status position, rather than just at differences in discrete demographic characteristics that contribute to it, helps us understand how demographic differences between coworkers affect work outcomes.
520 $a This field study of three different organizations in three distinct industries analyzes naturally emergent informal status hierarchies in organizations to examine contributors to, and effects of, one's informal status position relative to coworkers. Specifically, results show demographic characteristics traditionally included in diversity research as well as nontraditional demographic characteristics contribute to informal status positions, and such characteristics are valued differently across organizations. Further, status position positively relates to individual performance, organizational commitment, and job satisfaction, and one's status position moderates the relationship of being different in status from immediate coworkers to these work outcomes. Specifically, high status individuals working with lower status others experience lower performance, motivation and commitment than high status individuals working with high status others. And low status individuals experience increases in the same outcomes working with high status others.
520 $a The value of a demographic characteristic within an organization has consequences for work experiences and should, therefore, be considered when evaluating workplace diversity. Further, integration of work teams based on informal status positions can minimize the differences in work outcomes experienced by those who possess positively valued characteristics and those who do not.
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