Organisational Climate, Diversity Climate and Job Dissatisfaction: A Multi-Group Analysis of High and Low Cynicism

Abstract

Existing literature reported a shared awareness about the effects of the organisational climate (OC). The promotion of a positive OC, and a supportive and fair diversity climate, affected the workforce’s behaviour, especially performance and satisfaction. Scholars stated that the way employees respond to dissatisfaction could be explained through the EVLN (Exit, Voice, Loyalty, Neglect) model. Two main aims were examined in our study: investigating the role of diversity climate in the mediation between the OC and all the dissatisfaction outcomes; and analysing the moderating effect that cynicism could have in this assumed model. Seven-hundred and twenty-one participants were enrolled to participate in this study. A structural equation model and multigroup analyses were used to test the hypotheses. Results showed that the diversity climate mediated the effect of OC on outcomes variables, both in negative and positive terms. Consistent with the literature, fairness and inclusion emerged as central in the impact that organisational policies could have on employees’ Loyalty and desire of Exit and Neglect. Moderation results indicated that high cynicism facilitated employees’ perception of exclusion and fairness towards their organisation, while low levels promoted Loyalty. Thus, the OC aimed at implementing a tolerance and sustainability culture is a core predictor variable.