The Paradox of Inclusion in Elite Workforce Differentiation Practices: Harnessing the Genius Effect

Anand van Zelderen, Nicky Dries and Elise Marescaux
Additional contact information
Anand van Zelderen: UZH - Universität Zürich [Zürich] = University of Zurich
Nicky Dries: BI Norwegian Business School [Oslo]
Elise Marescaux: LEM - Lille économie management - UMR 9221 - UA - Université d'Artois - UCL - Université catholique de Lille - ULCO - Université du Littoral Côte d'Opale - Université de Lille - CNRS - Centre National de la Recherche Scientifique

Post-Print from HAL

Abstract: We examine the assumption that making workforce differentiation practices more inclusive will cause employees to react more positively. We identify a fundamental ‘paradox of inclusion', where practices designed to be more inclusive may in fact decrease employees' perceived inclusion. Drawing on social comparison theory and the ‘genius effect' – using talent management practices as an empirical case – we found that both employees identified as ‘talents' and ‘non‐talents' reacted more favourably to exclusive, secretive practices than to inclusive, transparent practices. Across four studies, we ran experiments testing managers' assumptions about employee reactions to talent practices (Study 1; N = 179); the reactions of ‘non‐talents' (Study 2; N = 576); the reactions of ‘talents' (Study 3; N = 306); and conducted a field study (Study 4; N = 402). Managers' preferences for more inclusive practices were guided by their assumption that non‐talents would react more positively to them. Non‐talents, in fact, reacted more negatively to more inclusive practices in terms of envy, organization‐based self‐esteem, turnover intentions, and perceived inclusion. Keeping talent status a secret from employees buffered negative reactions. Based on these findings, we identify paradoxes inherent to workforce differentiation and extend theorizing on the tension between exclusive and inclusive practices within organizations.

Date: 2024-05-20
References: Add references at CitEc
Citations:

Published in Journal of Management Studies, 2024, 62 (4), pp.1410-1449. ⟨10.1111/joms.13084⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05373002

DOI: 10.1111/joms.13084

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().