A moderated mediation model of employee experienced diversity management: openness to experience, perceived visible diversity discrimination and job satisfaction

Mohammad Shahin Alam and DuckJung Shin

International Journal of Manpower, 2020, vol. 42, issue 5, 733-755

Abstract: Purpose - This study developed and tested a moderated mediation model on workplace diversity management. The analysis examined whether diversity management affects job satisfaction via perceived discrimination, depending on employees' openness to experience. Design/methodology/approach - Building upon the assumptions of social identity theory, social cognitive theory and Big-Five theory, this study proposed and tested a model that analyzes the process through which diversity management influences perceived visible diversity discrimination and job satisfaction, depending on employees' openness to experience. Findings - This study found support for the proposed moderated mediation model, which suggests that diversity management interacts with employees' openness to experience personality to influence their job satisfaction through perceived visible diversity discrimination. The results indicated that diversity management increased employees' job satisfaction in the workplace and that the relationship between diversity management and job satisfaction was further mediated by employees' perceptions of being discriminated against because of their age, gender and racial identities. The effect of diversity management on job satisfaction through perceived visible diversity discrimination was stronger when employees had high levels of openness to experience. Practical implications - The results of the study suggest that the diversity management is an important organizational intervention to improve job satisfaction by providing a scientific explanation of its underlying psychological process and identifying the factors associated with the process, such as personality and perception of being discriminated. Originality/value - This study contributes to extend the diversity management literature by applying the assumptions of social identity theory, social cognitive theory and Big-Five theory together to identify the relationship between diversity management and job satisfaction and the effect of perceived discrimination and openness to experience in the relationship.

Keywords: Diversity management; Visible diversity; Perceived visible discrimination; Openness to experience; Job satisfaction (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijmpps:ijm-06-2019-0286

DOI: 10.1108/IJM-06-2019-0286

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