par De Cock, Valerie;Celik, Pinar 
;Toma, Claudia
Référence Journal of applied social psychology, 55, 1, page (52-70)
Publication Publié, 2025-01-01
;Toma, Claudia Référence Journal of applied social psychology, 55, 1, page (52-70)
Publication Publié, 2025-01-01
Article révisé par les pairs
| Résumé : | Organizations promote their commitment to diversity, equity, and inclusion (DEI) while facing increasing public scrutiny concerning their progress in the domain. This research examined how value-based (i.e., DEI statements) and evidence-based (i.e., progress in minority representation) diversity cues, together or separately, influence workers' company perceptions (perceived corporate hypocrisy) and individual outcomes (inclusion, organizational commitment, person-organization fit, negative affect, and turnover intentions). The goal was to assess the relative importance of these cues. Two studies were conducted. In Study 1 (N = 440), participants reacted to a hypothetical situation in a 2 (value-based cue: diversity talk present vs. absent) × 2 (evidence-based cue: diversity progress present vs. absent) experimental design. In Study 2 (N = 242), value-based and evidence-based cues were measured, and participants were reporting about their organization. Our results show that evidence-based diversity cues systematically influenced workers' perceptions of the organization and their work-related experiences, while the role of the value-based diversity cues remained ambiguous. Moreover, perceived corporate hypocrisy mediated the effect of evidence-based diversity cues on workers' experiences. Our research highlights the key, but often underestimated, role of evidence-based diversity cues for workers and raises questions about the conditions under which value-based diversity cues might be effective. |
