Contextualizing inclusion: Developing a framework and measure for a military context.

Given recent changes and transitions occurring within the US military, it is imperative - now more than ever - that leaders find a way to leverage demographic and functional diversity in their units to support mission effectiveness. Academic researchers have found that fostering a climate for inclusion, where all individuals feel like they are fairly treated, valued, and included, can maximize the benefits of diversity, while minimizing potential disadvantages. However, no research has systematically explored what it means to assess and develop a climate for inclusion in the military context.

Accumulative job demands and support for strength use: Fine-tuning the job demands-resources model using conservation of resources theory.

Absenteeism associated with accumulated job demands is a ubiquitous problem. We build on prior research on the benefits of counteracting job demands with resources by focusing on a still untapped resource for buffering job demands-that of strengths use. We test the idea that employees who are actively encouraged to utilize their personal strengths on the job are better positioned to cope with job demands.

Once, twice, or three times as harmful? Ethnic harassment, gender harassment, and generalized workplace harassment.

Despite scholars' and practitioners' recognition that different forms of workplace harassment often co-occur in organizations, there is a paucity of theory and research on how these different forms of harassment combine to influence employees' outcomes. We investigated the ways in which ethnic harassment (EH), gender harassment (GH), and generalized workplace harassment (GWH) combined to predict target individuals' job-related, psychological, and health outcomes. Competing theories regarding additive, exacerbating, and inuring (i.

Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship.

This research examines leader-member exchange (LMX) at the group level as a moderator of the relationships between demographic (i.e., race, age, gender) and tenure diversity and group turnover.

Manager personality, manager service quality orientation, and service climate: test of a model.

This article conceptually and empirically explores the relationships among manager personality, manager service quality orientation, and climate for customer service. Data were collected from 1,486 employees and 145 managers in grocery store departments (N = 145) to test the authors' theoretical model. Largely consistent with hypotheses, results revealed that core self-evaluations were positively related to managers' service quality orientation, even after dimensions of the Big Five model of personality were controlled, and that service quality orientation fully mediated the relationship between personality and global service climate.

On the nature and importance of cultural tightness-looseness.

Cross-cultural research is dominated by the use of values despite their mixed empirical support and their limited theoretical scope. This article expands the dominant paradigm in cross-cultural research by developing a theory of cultural tightness-looseness (the strength of social norms and the degree of sanctioning within societies) and by advancing a multilevel research agenda for future research. Through an exploration of the top-down, bottom-up, and moderating impact that cultural tightness-looseness has on individuals and organizations, as well as on variance at multiple levels of analysis, the theory provides a new and complementary perspective to the values approach.

Culture and egocentric perceptions of fairness in conflict and negotiation.

In this article, the authors advanced a cultural view of judgment biases in conflict and negotiation. The authors predicted that disputants' self-serving biases of fairness would be more prevalent in individualistic cultures, such as the United States, in which the self is served by focusing on one's positive attributes to "stand out" and be better than others, yet would be attenuated in collectivistic cultures, such as Japan, where the self is served by focusing on one's negative characteristics to "blend in" (S. J.