Diversity in top management teams and upper echelons of firms.

Research on top management team (TMT) diversity has grown over the past decade as organizations are increasingly recognizing the purported benefits of diverse perspectives. In synthesizing recent research, we review the current state of the top management team diversity literature to answer for questions: (1) What features of TMT contexts make diversity an important consideration? (2) What types of diversity are most influential to team and organizational outcomes? (3) What are the mechanisms through which TMT diversity influences functioning? and (4) How do contexts shape the relationship between TMT diversity and performance outcomes? Based on our review, we highlight the inherent complexities of conceptualizing, measuring, evaluating, and understanding top management team diversity.

Understanding racism in the workplace.

This is an introduction to the special section "Understanding Racism in the Workplace." (PsycInfo Database Record (c) 2023 APA, all rights reserved).

The evolution and future of diversity at work.

This article examines the evolution of diversity in the Journal of Applied Psychology. To begin, we explore foundations of the concept of diversity, including its appearance in both applied contexts and the scholarly literature. We then review the literature on diversity, including the development of its conceptualization and operationalizations over time, in the Journal and in the field of applied psychological science at large.

Justice as a dynamic construct: effects of individual trajectories on distal work outcomes.

Despite an amassing organizational justice literature, few studies have directly addressed the temporal patterning of justice judgments and the effects that changes in these perceptions have on important work outcomes. Drawing from Gestalt characteristics theory (Ariely & Carmon, 2000, 2003), we examine the concept of justice trajectories (i.e.

Understanding the motivational effects of procedural and informational justice in feedback processes.

Building upon traditional feedback models, this study examined the role of fair treatment in feedback contexts. Structural equation modelling using data from 236 undergraduate students highlighted perceived accuracy as a mediator in the credibility-motivation relationship as well as a relationship between accuracy and perceptions of procedural and informational justice. In addition, the results showed that the motivating effects of feedback accuracy partially occurred through procedural justice perceptions.

Making sense of diversity in the workplace: organizational justice and language abstraction in employees' accounts of diversity-related incidents.

To discern patterns of employee sense-making about workplace diversity, the authors analyzed 751 natural language accounts of diversity incidents from 712 workers in one department of a large organization. Six generic incident types emerged: discrimination, representation, treatment by management, work relationships, respect between groups, and diversity climates. Consistent with hypotheses, incidents that respondents viewed as negative, accounts from women, and those involving members of respondents' in-groups were more likely to cite justice issues.

Why managers should care about fairness: the effects of aggregate justice perceptions on organizational outcomes.

This work examines the aggregation of justice perceptions to the departmental level and the business-unit level, the impact of these aggregate perceptions on business-unit-level outcomes, and the usefulness of the distinction between procedural and interpersonal justice at different levels of analysis. Latent variables analyses of individual-level and department-level data from 4,539 employees in 783 departments at 97 hotel properties showed that the 2 justice types exercise unique paths of impact on employees' organizational commitment and thus on turnover intentions and discretionary service behavior. Business-unit-level analyses further demonstrate paths of association between aggregate justice perceptions, aggregate commitment levels, and the business-unit-level outcomes of employee turnover rates and customer satisfaction ratings.