Motivational bases for managing diversity: A model of leadership commitment

Given the limited effectiveness of equal employment opportunity and affirmative action programs in promoting minorities in the U.S., the onus to advance women and minority groups may depend on the voluntary efforts from corporate America. In this paper, we apply a general theory of commitment to hel...

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Bibliographic Details
Published inHuman resource management review Vol. 21; no. 4; pp. 368 - 376
Main Authors Ng, Eddy S.W., Wyrick, Cheryl R.
Format Journal Article
LanguageEnglish
Published Greenwich Elsevier Inc 01.12.2011
Elsevier Science Ltd
Subjects
CEO
Commitment
Commitments
Executives
Leadership
Managing diversity
Motivation
Organizational behavior
Studies
Top executive
Workplace diversity
United States > US
Managing diversity
Leadership
Commitment
CEO
Top executive
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Summary:Given the limited effectiveness of equal employment opportunity and affirmative action programs in promoting minorities in the U.S., the onus to advance women and minority groups may depend on the voluntary efforts from corporate America. In this paper, we apply a general theory of commitment to help explain why top executives may be committed to managing diversity in organizations. We propose that top executive commitment can stem from instrumental, normative, or affective bases. Specifically, top executives may be motivated because of utility maximization, a moral obligation, or a personal desire to be associated with a program of social importance and/or to leave a positive legacy. We further explore the implications of the three motivational bases of top executive commitment to managing diversity on firm diversity outcomes, and we offer some propositions which can serve as a basis for future research. ► This paper makes several propositions on leadership commitment to managing diversity using Meyer; Herscovitch’s three-component general theory of commitment. ► Top executive commitment can stem from instrumental, normative, or affective bases. ► Commitment will be greatest when motivated by instrumental reasons. ► Top executive commitment may shift with tenure or age. ► Top executives committed to diversity tend to lead more diverse organizations.
ISSN:1053-4822
1873-7889
DOI:10.1016/j.hrmr.2011.05.002