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PublicationStatus matters: The asymmetric effects of supervisor-subordinate disability incongruence and climate for inclusionGrowing workforce diversity increases the likelihood that supervisors and subordinates will differ along demographic lines, a situation that has important implications for their relationship quality and individual outcomes. In a sample of 1,253 employees from 54 work-units, we investigate the effects of differences in disability status between supervisors and subordinates on leader-member-exchange (LMX) quality and subsequent performance ratings, and find that incongruence in general is related to lower LMX quality and lower performance. In addition, we propose and find an asymmetrical effect of disability incongruence, such that LMX quality is worse in dyads in which the supervisor has a disability than in dyads in which the subordinate has a disability. Furthermore, we investigate the moderating role of unit-level climate for inclusion on this relationship and find support for a buffering effect of inclusive climates on the negative incongruence-LMX relationship for scenarios in which the supervisor, but not the subordinate, has a disability. We build relevant theory for the relational demography, disability, LMX, and organizational climate literatures by predicting these effects on the basis of status mechanisms. These findings have important practical implications, as they provide companies with a feasible way to manage their diverse workforce.Type:Journal:Volume:Issue:
Scopus© Citations 107 -
PublicationJob satisfaction of employees with disabilities - The role of perceived structural flexibility(Wiley, 2015-03-01)
Scopus© Citations 52 -
PublicationForging a single-edged sword : Facilitating positive age and disability diversity effects in the workplace through leadership, positive climates, and HR practicesIncreasing demographic diversity is one of the major workforce trends but evidence about its effects is conflicting. The possibility of yielding both positive and negative effects led Milliken and Martins [Milliken, F. J., & Martins, L. L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Review, 21, 402-433.] to call diversity a "double-edged sword." In this article, we will Focus on age and disability heterogeneity, 2 dimensions of diversity that are on the rise and share important commonalities but have not yet received the attention they deserve. We will outline similarities and differences between age and disability, review the literature on age and disability diversity effects on performance, and ultimately provide a conceptual model with variables that moderate the performance effects of age and disability diversity. We argue that to forge a single-edged sword (i.e., foster positive effects of age and disability diversity while preventing negative effects), organizations should pay specific attention to 3 types of moderators: (a) leadership behavior including leader-member exchange, transformational leadership, health-focused leadership, and top management leadership, (b) organizational climates including diversity climate, climate for inclusion, and age-diversity climate, and (c) human resources practices including diversity-related HR practices, age-specific and age-inclusive HR practices, and the more individual-centered approach of idiosyncratic deals. We conclude with an outlook on future research in the fields of age and disability diversity and practical recommendations for managers and organizations.Type:Journal:Volume:Issue:
Scopus© Citations 91 -
PublicationThe missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance(Elsevier Science, 2015-04-01)
Scopus© Citations 97 -
PublicationJob performance of employees with disabilities: Interpersonal and intrapersonal resources matterPurpose - The purpose of this paper is to follow the call of researchers to take intrapersonal resources into account when trying to understand the influence of interpersonal resources by investigating the interplay of social support and self-efficacy in predicting job performance of people with disabilities. Design/methodology/approach - Data were collected in an Israeli call center employing mostly people with disabilities. The independent and moderator variables were assessed by an employee survey. To avoid common source bias, job performance was rated by the supervisors four weeks after conducting the survey. Hierarchical regression analysis was used to test the hypotheses. Findings - The first main effect hypothesis, stating a positive relationship between social support and job performance was conditionally supported (p=0.06). The relationship between self-efficacy and job performance did not gain support. In line with the extended support buffer hypothesis, the job performance of low self-efficacious employees increased with higher levels of social support. The interference hypothesis, postulating a negative effect of social support under the condition of high levels of self-efficacy, was not supported. Practical implications - The results indicate that employees with disabilities differ in the level of social support they need in order to reach high levels of job performance. Instead of a one-size-fits-all-approach, organizations should take individual levels of self-efficacy into account and offer support accordingly in order to unleash the full working potential. Originality/value - This is the first known empirical investigation examining the role of individual differences in the need of social support among employees with disabilities.Type:Journal:Volume:Issue:
Scopus© Citations 25 -
PublicationExpanding Insights on the Diversity Climate-Performance Link : The Role of Work Group Discrimination and Group Size(Wiley, 2014-05)
Scopus© Citations 61 -
PublicationThe moderating effect of climate for inclusion on supervisor-subordinate dissimilarity outcomesGrowing workforce diversity increases the likelihood that managers and subordinates will differ along demographic lines, a situation that has important implications for relationship quality and organizational outcomes. In a sample of 1,253 employees from 54 work-units, we investigate the effects of differences in disability status on individual performance and find that dissimilarity exhibits negative indirect relationships via leader-member-exchange (LMX) quality. Furthermore, we investigate the role of unit-level climate for inclusion in this relationship. In addition to a positive main effect of climate for inclusion on LMX relationships, we also find support for a buffering effect of unit-level climate for inclusion on the negative dissimilarity-LMX relationship for situations in which the supervisor, but not the subordinate, has a disability. This study contributes to the growing literature on diversity by investigating supervisor-subordinate differences in disability, an often neglected dimension of diversity, and by taking into account the specific constellation of differences, a fact that is overlooked in current literature. In addition, we focus on climate for inclusion as a potential tool for organizations to better leverage diversity in their firms, and are among the first to empirically examine this new construct.
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PublicationMitarbeiter-Diversity als Marketinginstrument(Gabler Verlag, 2013-03)Type:Journal:Volume:Issue:
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