A TALE OF TWO CLIMATES: DIVERSITY CLIMATE FROM SUBORDINATES' AND MANAGERS' PERSPECTIVES AND THEIR ROLE IN STORE UNIT SALES PERFORMANCE

Applying Zohar's (2000) multilevel model of organizational climate, this study assessed the main and interactive effects of subordinates’ and managers’ diversity climate perspectives on store sales performance. Across 654 store units of a large U.S. retail organization, we observed main effects...

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Bibliographic Details
Published inPersonnel psychology Vol. 62; no. 4; pp. 767 - 791
Main Authors McKAY, PATRICK F., AVERY, DEREK R., MORRIS, MARK A.
Format Journal Article
LanguageEnglish
Published Malden, USA Blackwell Publishing Inc 01.12.2009
Blackwell Publishing Ltd
Subjects
Behavior
Citizenship
Cooperation
Customer satisfaction
Employee attitude
Employee Attitudes
Employees
Employment
Financial performance
Hypotheses
Influence
Investigations
Job Performance
Job satisfaction
Literature Reviews
Organizational Climate
Organizational Objectives
Perceptions
Retail sales
Salesmanship
Strategic management
Studies
Subordinates
Variance analysis
Work Attitudes
Workplace diversity
United States > US
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Summary:Applying Zohar's (2000) multilevel model of organizational climate, this study assessed the main and interactive effects of subordinates’ and managers’ diversity climate perspectives on store sales performance. Across 654 store units of a large U.S. retail organization, we observed main effects of subordinate and managerial diversity climates on unit sales percentage change and a significant subordinate × manager diversity climate perspective interaction. The greatest sales growth was found in stores wherein subordinates and management perceived highly pro‐diversity climates (positive consistency). In contrast, the lowest sales growth was evident for stores in which both subordinates and managers reported less hospitable diversity climates (negative consistency). Our findings underscore the positive financial ramifications of highly consistent perceptions that diversity is valued in a work context.
Bibliography:ark:/67375/WNG-08L90WNM-4
ArticleID:PEPS1157
istex:B37B3DDDA9785838AD2DA791082B62AC9BE76C35
A previous version of this article was presented at the 2007 Academy of Management Conference, Philadelphia, PA, where it was selected for the Dorothy Harlow Distinguished Paper Award by the Gender and Diversity in Organizations Division of the Academy of Management. The authors acknowledge Paul Nystrom and Richard Priem, whole lunchtime discussion with the first author originated the idea for the study. We also thank Editor Mike Burke, the two anonymous reviewers, Micki Kacmar, and Ian Wiliamson, who provided helpful suggestions for improving the article.
ISSN:0031-5826
1744-6570
DOI:10.1111/j.1744-6570.2009.01157.x