Our study highlights specific advice for organizations that have diversity and inclusion high on the agenda. According to our results, organizational attention to increasing diversity promise fulfillment would be well advised. Diversity management has the potential to increase affective commitment through increased levels of diversity promise fulfillment, and this study indicates that this may be especially important for those who identify as minority group members. One way organizations could potentially increase diversity promise fulfillment would be through the alignment of diversity management with the contextual factors of a mastery climate. Since both put great emphasis on the collaborative work environment and the inclusion of different perspectives for the sake of learning and development (Ames, 1992; Nerstad et al., 2018; Li et al., 2019), an internal alignment would create beneficial outcomes (cf. Dwertmann et al., 2016).
From a practical standpoint, the results we have presented indicate that both organizations and employees can benefit from a mastery climate. Managers might be essential in achieving so by navigating what Paauwe (2004) referred to as the twin challenge; focusing on the effectiveness and performance of the workforce, while at the same time preserving the family atmosphere that employees may be more interested in. Direct supervisors and/or line managers can play an important role in promoting and facilitating the motivational climate through, e.g., goal-specific communication and convincing goal relevance (Boselie, 2014). For instance, managers could facilitate a mastery climate by communicating the importance of a collaborative work atmosphere and encourage mastery of skills through failing and learning. As a result, employees could adopt the desired behaviors and perspectives that can collectively lead to a more diverse and inclusive work environment with a mastery climate as a framework. Our results present a clear picture of the benefits of a mastery climate in terms of employee outcomes and a way to aid in meeting the organization's strategic goals.
Furthermore, our results alert organizational practitioners about the significant difference in perceptions of organizational factors between the majority and minorities. Additionally, the different expectations the identity groups have of their
diversity management and the perceived fulfillment of those should be taken into consideration (Li et al., 2019). Therefore, we encourage organizations to include measures in their annual surveys that are related to diversity promise fulfillment and that they compare the results of the majority to the minorities. Since most organizations are prohibited from collecting sensitive personal information (i.e., ethnicity, abilities, sexual orientation) due to GDPR restrictions (OECD, 2018), we encourage them to include the question of which social identity group they identify with (i.e., majority or minority). This will ensure that they do not exclude certain characteristics that might be relevant in this context. Data collected through such surveys can be tracked over time and give the organization valuable intel regarding their progress on diversity matters.
6.0 CONCLUSION
This study presented the potential moderating role of the motivational climate in the relationship between diversity promise fulfillment and the employee outcomes;
affective commitment and turnover intention. Our study highlights the paramount importance of effective diversity management that provides results that are perceived as successful by both minority- and majority employees. Effective diversity management that fulfills the diversity promises can expect employees that are emotionally attached to their organization. While a motivational climate was not found to moderate any relationship, the results shed light on the beneficial role of a mastery climate in terms of employee outcomes and HR practices such as diversity management.
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8.0 APPENDICES
Appendix A - Research Questionnaire
PART 1 (first wave)
Q1 The statements below concern your identification with, involvement in, and emotional attachment to your organization. On a scale from 1 (=strongly disagree) to 5 (=strongly agree), to what extent do you agree with the following statements:
1. I would be very happy to spend the rest of my career with this organization.
2. This organization has a great deal of personal meaning for me.
3. I really feel as if this organization's problems are my own.
4. I do not feel a strong sense of “belonging” to my organization (reverse coded).
5. I do not feel “emotionally attached” to this organization (reverse coded).
6. I do not feel like “part of the family” at my organization (reverse coded).
Q2 The statements below concern your perception of the motivational climate regarding your experience and understanding of what kind of behavior is valued, expected and rewarded at work, in terms of a) performance, and b) mastery.
A.On a scale from 1 (=strongly disagree) to 5 (=strongly agree), to what extent do you agree with the following statements:
1. In my department/work group, it is important to achieve better than others.
2. In my department/work group, work accomplishments are measured based on comparisons
with the accomplishments of coworkers.
3. In my departments/work group, an individual’s accomplishments are compared with those of
other colleagues.
4. In my departments/work group, rivalry between employees is encouraged.
5. In my departments/work group, one is encouraged to perform optimally to achieve monetary
awards.
6. In my departments/work group, only those employees who achieve the best results/accomplishments are set up as examples
7. In my departments/work group, internal competition is encouraged to attain the best possible
results.
8. In my departments/work group, there exists a competitive rivalry among the employees.
B.On a scale from 1 (=strongly disagree) to 5 (=strongly agree), to what extent do you agree with the following statements:
1. In my departments/work group, one is encouraged to cooperate and exchange thoughts and ideas mutually.
2. In my departments/work group, each individual’s learning and development is emphasized.
3. In my departments/work group, cooperation and mutual exchange of knowledge
are
encouraged.
4. In my departments/work group, employees are encouraged to try new solution methods
throughout the work process.
5. In my departments/work group, one of the goals is to make each individual feel that he/she
has an important role in the work process.
6. In my departments/work group, everybody has an important and clear task throughout the work process.
Q3 What gender do you identify as?
1. Female
Q5 In terms of diversity , do you identify yourself as a part of the majority or minority in your organization?
1. Majority 2. Minority
PART 2 (second wave)
Q1 The statements below concern your assessment of your organization’s actual consequences of its diversity management. On a scale from 1 (=strongly disagree) to 5 (=strongly agree), to what extent do you agree that:
1. This organization has successfully achieved diverse representation in the workforce.
2. In this organization, input from minority group members is considered at all levels.
3. Different opinions, ideas, and perspectives are valued here.
4. Cultural and racial biases and prejudice have been eliminated here.
5. This organization provides support for the unique issues faced by minority employees
Q2 The statements below concern to what degree you believe that you will continue working in your current organization, or whether you consider to
leave/change employer. On a scale from 1 (=strongly disagree) to 5 (=strongly agree), to what extent do you agree with the following statements:
1. I often think about quitting my present job
2. I may quit my present job during the next twelve months 3. I will probably look for a new job in the next year
4. I do not see many prospects for the future in this organization 5. I will likely actively look for a new job within the next three years Q3 Please state your employment status.
1. Permanent worker 2. Casual/temporary worker Q4 Please specify your ethnicity.
1. Caucasian
2. African-American 3. African
4. Latino or Hispanic 5. Asian
6. Native American
7. Native Hawaiian or Pacific Islander 8. Two or More
9. Other/Unknown 10. Prefer not to answer
Appendix B - Exploratory Factor Analysis,Pattern Matrix
Component
Variables 1 2 3 4 5 6
Mastery_3 .851
Mastery_4 .839
Mastery_1 .821
Mastery_2 .781
Mastery_5 .727
Mastery_6 .609
AC_5 .913
AC_4 .882
AC_2 .831
AC_6 .777
AC_3 .724
AC_1 .583
Turnover_3 .962
Turnover_2 .937
Turnover_5 .823
Turnover_4 .694
Turnover_1 .821
DPF_1 .882
DPF_2 .831
DPF_4 .827
DPF_5 .769
DPF_3 .533
Performance_8 .863
Performance_7 .764
Performance_4 .755
Performance_6 .502
Performance_5 .424
Performance_3 .890
Performance_2 .865
Performance_1 .528
Extraction Method: Principal Component Analysis.
Rotation Method: Promax with Kaiser Normalization a. Rotation converged in 6 iterations.