Job interviews frequently involve extended interpersonal exchanges that blur the boundaries between professional and personal domains. Despite their salience, research offers limited insight into how candidates experience these encounters and how these experiences influence recruitment outcomes. Drawing from Communication Privacy Management (CPM) theory, we conduct two studies to introduce and validate the Pressure to Disclose Personal Information (PDPI) scale, which captures job candidates’ perceived compulsion to reveal personal or identity-relevant information unrelated to job performance. Study 1 uses multilevel field data from academic job interviews to examine how candidates’ perceived PDPI during site visits predicts organizational attraction, likelihood of accepting an offer, and intentions to recommend the organization to others one month later. Building on this, study 2 replicates these patterns using a strengthened PDPI measure in a broader sample of professionals across diverse industries. Further, a significant interaction emerged between PDPI and gender, such that PDPI more strongly undermined women’s attraction to the organization as compared to men. Collectively, these insights position PDPI as a consequential yet overlooked aspect of recruitment and demonstrate that protecting candidates’ privacy boundaries is not only a theoretical imperative but is also essential for attracting and retaining top talent.

Research on the workplace experiences of lesbian, gay, and bisexual (LGB) employees has been on the rise steadily in management outlets. One area that has received particular attention is scholarship aimed at understanding how LGB employees manage their sexual orientation identities while at work. We contribute to foundational work in this space by providing insight into the role of signaling one's sexual orientation as the starting point of an identity management progression. Further, we investigate how this progression from one strategy to another might be moderated by contextual incivility. Leveraging two studies comprising a combined 666 LGB employees, we find that signaling is most predictive of subsequent identity management decisions in more hostile climates of contextual incivility (witnessing others being targeted with incivility and a heightened perceived incivility climate) than in more friendly climates. Taken together, our study is among the first to empirically test the potential for identity management progression among LGB employees and to examine how contextual incivility may shape it.

In the current paper, we discuss the positive impact of diversity, equity, and inclusion (DEI) initiatives in our workplaces, including the historical movements that led to their inception as well as the reactions that have resulted in forms of resistance and backlash. Although there may be risks inherent in engaging in social justice work within organizations, we summarize the large body of empirical work documenting the immense benefits of choosing to do so. We argue that the promise of DEI initiatives is evidenced in the research-based findings demonstrating the effectiveness of those initiatives that have emerged over time (e.g., including both representation and inclusion focused initiatives). The progress made by several DEI initiatives that are still being fully explored is discussed, and we maintain their effectiveness within certain contexts provided the use of current empirical evidence. We conclude by suggesting the evolving science behind DEI initiatives is exactly what we would expect when responsibly employing the scientific method and, that by reviewing the data, it is clear that the long-term benefits provided by DEI initiatives far outweigh any short-term risks.

We develop and advance a theoretical model which proposes the antecedents of selective cyber incivility may be distinct from the predictors of face-to-face (F2F) incivility. Specifically, our model proposes the physical separation of the perpetrator from the target and lack of sociocultural norms in written cyber communications enhances a perpetrator's sense of perceived informality and perceived distance from the target. Drawing from the attributional ambiguity theory, we further explicate the ways in which selective cyber incivility may be more detrimental to employee outcomes than selective F2F incivility. In doing so, we argue that feelings of distress and rumination are further exacerbated in the case of selective cyber incivility given that it has higher levels of situational and contextual ambiguity than F2F communications. Finally, we posit that targets may be able to draw from their psychological capital and social support to buffer the detrimental impact of incivility experiences on important work- and health-related outcomes. We present our conceptual model in the form of testable propositions to guide future research in this important domain.

Purpose The authors aim to broaden the understanding of incivility through the lens of bystanders who witness incivility toward women. Integrating attributional ambiguity and emotional contagion theories with the literature on workplace mistreatment, the authors propose that witnessing incivility toward women may negatively impact bystanders. Design/methodology/approach The authors collected multi-wave data from 324 employees to assess the consequences of witnessing incivility toward women at work for bystanders. Findings Utilizing a serial mediation model, the authors found evidence that witnessing incivility toward women indirectly increased turnover intentions six weeks later, first through elevated negative affect and then through increased cognitive burnout. Originality/value Taken together, this study's findings suggest that the negative effects of incivility toward women can spread to bystanders and highlight the importance of considering individuals who are not directly involved, but simply bear witness to incivility at work.

Societal social justice movements such as Black Lives Matter and #MeToo have brought new life into scholarship surrounding contemporary diversity, equity, and inclusion (DEI) issues. Inherent to moving DEI scholarship forward is testing previous assumptions related to DEI workplace issues. This process is not meant to diminish foundational scholarship, but is intended to extend and refine theory and practice to better capture the experiences of diverse populations of employees. By challenging these assumptions (for example, ‘all employees who identify as racial minorities endure similar challenges’, or, ‘all manners of allyship are equally helpful’) we can move as a field toward a more comprehensive understanding of employee experiences. Coupled with the idea that DEI issues are fluid and constantly changing, it is important to be flexible in our own research to meet this head on. As such, we bring together five research teams that each challenge a DEI assumption in some manner and yield novel insights into DEI issues and populations. Spanning organizational (performative allyship and organizational efforts to meet grand social challenges) and individual (identity management and prototypicality) phenomenon, we hope to generate meaningful dialogue around different DEI topics and push the boundaries of previous theoretical and empirical research Mixed Signals: The Identity Management Process for LGB Employees and the Role of Civility Climate Author: David F. Arena; U. of Texas At Arlington Author: Kristen Price Jones; U. of Memphis Author: Alex Lindsey; U. of Memphis Not Who You Were Thinking of: (Non)Prototypical Sexual Orientation Discrimination Targets Author: Lindsay Dhanani; Rutgers U., School of Management and Labor Relations Author: David F. Arena; U. of Texas At Arlington Author: Cheng-Huan Liu; Rutgers U., School of Management and Labor Relations Grand Societal Challenges: How Organizations can Overcome Decoupling to Reduce Social Inequity Author: Jessica Mariah Rivin; San Diego State U., Fowler College of Business Author: Sabrina DeeAnn Volpone; U. of Colorado, Boulder Author: Christina Noelle Lacerenza; U. of Colorado, Boulder Author: Jeff York; U. of Colorado, Boulder The Role of Changing Work Arrangements on Performance during COVID: Differences for men and women Author: Meredith Lehman; U. of Colorado, Boulder Author: Sabrina DeeAnn Volpone; U. of Colorado, Boulder Stakeholder Perceptions of Performance DEI Behavior: An Attribution Theory Perspective Author: Horatio Traylor; U. of Houston

Maternity, a period of transition beginning with prenatal bodily changes and progressing through postnatal lactation, is experienced by up to 66% of working women. Over the past several decades, research on maternity in the workplace has grown exponentially to reveal salient maternity biases that plague women as they navigate their employee and motherhood identities. With the aim of providing information that aids scholars and practitioners in better understanding the experiences of working mothers, we conducted a systematic review of 239 papers on maternity bias (i.e., formal, interpersonal, and internalized). Our interdisciplinary review discusses these three forms of bias and how they might present across different career stages for working mothers. Additionally, we review the antecedents that may drive maternity bias and the outcomes that result for working mothers who perceive or anticipate bias at work. Finally, we discuss areas of previous research aimed at overcoming maternity bias from the perspective of working mothers, their colleagues, and their organization. We conclude by discussing the trends brought to light in our review, the collective strengths and weaknesses of commonly adopted theoretical perspectives of the research reviewed, implications for combating maternity bias for women and their organizations, and recommendations for future research. Our model of maternity bias comprehensively reviews past work to provide insights into the bias that working mothers endure at work but also provides a path forward, as better understanding these biases empower organizations, coworkers, and employees to remediate maternity bias.

Although great strides have been made to better understand the workplace experiences of bisexual individuals, there is much to still be learned. In the present study we build theory around the role of inauthenticity for bisexual employees and the downstream implications for job atti-tudes. Further, we investigate the impact of the presence of other identifiable bisexual people in the workplace on shaping these attitudes. Utilizing a sample of 304 bisexual employees, results support that those with greater self-alienation, a negative aspect of authenticity, held greater intentions to leave the organization through reduced affective commitment. However, when the participant reported a visible bisexual coworker, this negative impact was reduced; the visibility of the coworker acting as a buffer of the negative consequences of inauthenticity. Counter to expectations, this buffer was not significant for those who had a visible bisexual leader. These findings, along with theoretical and practical implications, and future research directions are discussed.

PurposeAnecdotal and survey reports indicate that nurses are suffering increased stress and burnout due to the coronavirus disease (COVID-19) pandemic. Therefore, this study investigated two forms of passion, harmonious and obsessive passion, as resources that may indirectly predict two forms of burnout, disengagement and exhaustion, through the mediator of job stress.Design/methodology/approachThe authors tested their hypotheses in a mediation model using a sample of nurses surveyed at three timepoints during the COVID-19 pandemic.FindingsAs hypothesized, harmonious passion indirectly decreased disengagement and exhaustion by decreasing job stress. Contrary to authors’ hypotheses, obsessive passion also indirectly decreased (rather than increased, as hypothesized) both disengagement and exhaustion by decreasing job stress. Harmonious, but not obsessive, passion, was significantly negatively directly related to disengagement and exhaustion.Research limitations/implicationsData were collected during the COVID-19 pandemic, which may have impacted nurses’ work environments and their willingness to respond.Originality/valueThis study extends conservation of resources theory to conceptualize harmonious and obsessive passion as resources with differing outcomes based on their contrasting identity internalization, per the Dualistic Model of Passion. This study also operationalizes burnout more comprehensively by including cognitive and physical exhaustion along with emotional exhaustion, as well as disengagement. By collecting responses at three timepoints, this study provides a more robust test of causality than previous work examining passion and burnout.

This symposium discusses the perpetuation of societal defaults—assumptions favoring the majority category as opposed to specified linguistics which explicitly state the category—and how they maintain systems of structural inequality. The fist presentation articulates the process through which linguistics constructively influence the default understanding of various identities in the workplace. The second presentation dives deeper into linguistic default assumptions that affect marginalized individuals by examining the affects of pronoun signposting during the hiring process. The third presentation expounds upon the minority/ally relationship by quantitatively exploring factors critical to its existence and communication of minority identity to allies. In the third presentation, a comprehensive framework on workplace allies elucidates factors preventing allyship and teases out the underlying mechanisms leading to stronger relationships between stigmatized employees (such as LGB employees) and their allies (heterosexual employees). The fourth presentation involves an intervention study looking at how diversity, equity, and inclusion (DEI) initiatives can influence dominant employees (e.g., whites, men) to change their default understanding of their membership to a privileged social identity group. Finally, the last presentation qualitatively explores alternatives to the default professional image and formulates definitions of Hood culture, Hood identity, and its presence in the workplace. This symposium speaks to a variety of stigmatized groups, not fully embraced by organizations, and argues that their inclusion into organizational norms is critical to advancing the DEI literature as a whole. Changing the Default Presenter: Ryan Scott Teschner; U. of Texas at Dallas

Purpose The purpose of this paper is to understand the implications of anticipated discrimination for women and racial minorities when they lose out on an opportunity for a promotion to a similarly qualified non-minority colleague. Design/methodology/approach A sample of 248 participants who were full-time working adults residing in the USA were randomly assigned to one of four versions of the scenario in which a coworker was either a White male, a White female, a Black male or a Black female coworker is offered a desired promotion. Participants reported on the extent to which they anticipated discrimination (i.e. expect discriminatory behaviors enacted toward them in the future) in the hypothetical workplace. Findings Women and racial minorities reported anticipated discrimination at greater levels than non-minorities when passed over for a promotion. The authors also found that intersectionally stigmatized, racial minority women reported the highest levels of anticipated discrimination. Practical implications The authors recommend transparent and honest communication about organizations’ decision-making processes that have career-related implications for underrepresented populations. Doing so may help alleviate concerns or perceptions that employees may have in regard to organizational practices being (intentionally or unintentionally) discriminatory. Originality/value While research has examined the psychological implications of receiving a promotion, substantially less work has focused on the characteristics of the promoted coworker or considered how those characteristics shape perceptions of anticipating discrimination.

Despite the likely outsized presence of politics in the workplace, research on how one's political ideology or affiliation shapes their time at work has been extremely limited. Collectively, the research to date showcases that how employees present their political stance to others, and how similar their political stance is to their workplace peers, is likely to shape their time at work and erode important workplace outcomes. To advance research on the role of employee political stance in the workplace, we bring together four research teams all pursuing research questions related to how employees make conscious or unconscious efforts to manage their political ideology or affiliation to others at work. These works are likely to advance scholarship on the role of political stance at work, and also test the boundaries of identity management theories in considering political stance as a potentially stigmatizing identity characteristic. Distal Consequences of Expressing a Political Identity at Work Presenter: Ashley N. Robinson; The U. of Memphis Presenter: Alex Lindsey; U. of Memphis Presenter: Kristen Price Jones; U. of Memphis Fighting an Uncivil War: Does Passion for Politics lead to Consequences for Employees? Presenter: Hayden DuBois; U. of Texas At Arlington Presenter: David F. Arena; U. of Texas At Arlington Presenter: Karen Landay; U. of Missouri - Kansas City Presenter: Shona G. Smith; U. of Texas At Arlington Job Identification, Political Ideology, and Employee Well-Being Presenter: Ryan Scott Teschner; U. of Texas at Dallas Presenter: Riki Takeuchi; U. of Texas at Dallas Presenter: Nan Guo; U. of Texas at Dallas - Jindal School of Management COVID-19 Pandemic Protocols and the Surfacing of Political Identities at Work Presenter: Hoda Vaziri; U. of North Texas Presenter: Artemis Boulamatsi; U. of North Texas Presenter: Virginie Lopez Kidwell; U. of North Texas Presenter: Danielle Cooper; U. of North Texas Presenter: Julie Irene Hancock; U. of North Texas

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

This symposium brings together a set of four papers that aim to advance our understanding of LGBTQ identity management. All these papers draw from diverse theoretical perspectives to identify and understand the factors that may contribute to managing LGBTQ identities and their outcomes. Multiple papers in this session also examine other forms of identity management strategies that move beyond the decision between disclosure and concealment. To tease apart identity management processes both within and across each unique identity group, multiple papers take an intersectionality perspective to further our understanding of managing LGBTQ identities at work. These papers contribute empirically to research on diversity and invisible marginalized identities, and offer practical implications for building a more inclusive workplace. The Role of Employee Scanning in LGBTQ Identity Management Presenter: John Lynch; U. of Illinois at Chicago Presenter: Alexander Lyle Effinger; U. of Illinois at Chicago Presenter: Jingyu Zhang; U. of Illinois at Chicago An Examination of Coworkers’ Reactions to Sexual Minority Employees’ Identity Disclosure Presenter: Lindsay Dhanani; Ohio U. Presenter: REbecca Totton; Amherst College Presenter: Taylor Hall; Ohio U. Relationship Status Congruence and Self-Presentational Accuracy Presenter: Hayden DuBois; U. of Texas At Arlington Presenter: David F. Arena; U. of Texas At Arlington Why and How LGB Employees Leverage Their Identity at Work Presenter: Cheng-Huan Liu; Rutgers U., School of Management and Labor Relations Presenter: Maria Kraimer; Rutgers U., School of Management and Labor Relations

Abstract The current COVID-19 pandemic has challenged leaders across the globe to lead their respective organizations through increased turbulence. The purpose of our chapter is to shed light on an interesting paradox in organizational leadership based on gendered leadership styles. Indeed, while masculine leadership styles of decisiveness and high agency tend to be the golden standard, feminine leadership styles that leverage empathy and community tend to yield better results. We aim to continue the recent conversations on the successes that feminine leaders have showcased through their effectiveness in crisis management. By using crisis management as a lens, we explicate the effectiveness of feminine leaders in extreme situations where leadership is highly visible, salient, and is of utmost importance and discuss how and why feminine leaders have consistently overcome crises and restored normalcy. In doing so, we expect that the successes that feminine leadership styles yield during times of crises may generalize to times when organizations are not in crises and turbulence is low. We hope that our chapter will inform organizational leadership to begin to unlearn masculinity as the norm for leadership to instead encourage and teach leaders of the merits of adapting a feminine leadership style.