Diversity, organizational commitment and organizational citizenship behavior: An organizing framework

被引：54

作者：

Mamman, Aminu ^{[1
]}

Kamoche, Ken ^{[2
]}

Bakuwa, Rhoda ^{[3
]}

机构：

[1] Univ Manchester, Inst Dev Policy & Management, Manchester M13 9GH, Lancs, England

[2] Nottingham Trent Univ, Nottingham Business Sch, Nottingham NG1 4BU, England

[3] Univ Malawi, Malawi Polytech, Blantyre 3, Malawi

来源：

HUMAN RESOURCE MANAGEMENT REVIEW | 2012年 / 22卷 / 04期

关键词：

Diversity management; Organizational citizenship behavior; Organizational commitment; LEADER-MEMBER EXCHANGE; SOCIAL IDENTITY THEORY; PSYCHOLOGICAL CONTRACTS; RELATIONAL DEMOGRAPHY; SYSTEM-JUSTIFICATION; CULTURAL-DIVERSITY; MOTIVATIONAL BASIS; RACIAL DIVERSITY; ETHNIC DIVERSITY; FIRM PERFORMANCE;

D O I：

10.1016/j.hrmr.2011.12.003

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Experts generally agree that workforce diversity can produce positive outcomes such as novel and diverse ideas. However, research evidence indicates that workforce diversity can lead to undesirable outcomes as well. The main aim of this paper is to put forward an analytical framework that can help to explain why certain categories of employees, namely perceived low status minorities (PLSMs), might not always produce desirable outcomes. A number of theories such as social exchange, organizational justice, status, and reciprocity theories are used to illustrate why PLSMs would react to perceived injustice in a unique way leading to lower commitment and withdrawal from Organizational Citizenship Behavior. (C) 2011 Elsevier Inc. All rights reserved.

引用

页码：285 / 302

页数：18

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