Advisor Information
Carey Ryan
Location
Dr. C.C. and Mabel L. Criss Library
Presentation Type
Poster
Start Date
3-3-2017 10:45 AM
End Date
3-3-2017 12:00 PM
Abstract
We examined the role of organizational cynicism, that is, the belief that the management of an organization lacks integrity and cannot be trusted to provide truthful information (Dean, Brandes, & Dharwadkar, 1998). In the present research, we further developed our measure of cynicism, distinguishing between cynicism towards management and cynicism towards diversity training.
White participants (N=198; 55% female; Mage = 37.57, SDage = 10.52) were recruited via MTurk for a study concerning impressions of diversity training. Participants responded to a cynicism measure and then read ostensible corporate memos that described the training as being supported by either diverse or homogenously white, male management and that the reason for the training (employee racial slurs that were overheard by customers) occurred locally or elsewhere in the organization. Participants then completed a 28-slide diversity training followed by measures of training knowledge, symbolic racism, implicit prejudice, and colorblind and multicultural ideologies.
Cynicism towards management predicted greater learning, less prejudice, and more positive ideologies, whereas cynicism towards training predicted less learning, greater prejudice, and more negative ideologies. These effects did not depend on management diversity or proximity of event.
Cynicism towards management thus appears to be associated with more effective diversity training. In contrast, cynicism towards diversity training is associated with less effective training. Addressing employee cynicism towards diversity training prior to training, for example, by conveying information about training quality, may lessen cynicism towards diversity training and ultimately improve training outcomes.
Cynical towards What? Cynicism towards Management and Cynicism towards Diversity Training Differentially Relate to Post-Diversity-Training Measures
Dr. C.C. and Mabel L. Criss Library
We examined the role of organizational cynicism, that is, the belief that the management of an organization lacks integrity and cannot be trusted to provide truthful information (Dean, Brandes, & Dharwadkar, 1998). In the present research, we further developed our measure of cynicism, distinguishing between cynicism towards management and cynicism towards diversity training.
White participants (N=198; 55% female; Mage = 37.57, SDage = 10.52) were recruited via MTurk for a study concerning impressions of diversity training. Participants responded to a cynicism measure and then read ostensible corporate memos that described the training as being supported by either diverse or homogenously white, male management and that the reason for the training (employee racial slurs that were overheard by customers) occurred locally or elsewhere in the organization. Participants then completed a 28-slide diversity training followed by measures of training knowledge, symbolic racism, implicit prejudice, and colorblind and multicultural ideologies.
Cynicism towards management predicted greater learning, less prejudice, and more positive ideologies, whereas cynicism towards training predicted less learning, greater prejudice, and more negative ideologies. These effects did not depend on management diversity or proximity of event.
Cynicism towards management thus appears to be associated with more effective diversity training. In contrast, cynicism towards diversity training is associated with less effective training. Addressing employee cynicism towards diversity training prior to training, for example, by conveying information about training quality, may lessen cynicism towards diversity training and ultimately improve training outcomes.