The Proof is in the Pudding: Workers Care About Evidence‐Based Diversity Cues

Abstract

ABSTRACTOrganizations promote their commitment to diversity, equity, and inclusion (DEI) while facing increasing public scrutiny concerning their progress in the domain. This research examined how value‐based (i.e., DEI statements) and evidence‐based (i.e., progress in minority representation) diversity cues, together or separately, influence workers' company perceptions (perceived corporate hypocrisy) and individual outcomes (inclusion, organizational commitment, person‐organization fit, negative affect, and turnover intentions). The goal was to assess the relative importance of these cues. Two studies were conducted. In Study 1 (N = 440), participants reacted to a hypothetical situation in a 2 (value‐based cue: diversity talk present vs. absent) × 2 (evidence‐based cue: diversity progress present vs. absent) experimental design. In Study 2 (N = 242), value‐based and evidence‐based cues were measured, and participants were reporting about their organization. Our results show that evidence‐based diversity cues systematically influenced workers' perceptions of the organization and their work‐related experiences, while the role of the value‐based diversity cues remained ambiguous. Moreover, perceived corporate hypocrisy mediated the effect of evidence‐based diversity cues on workers' experiences. Our research highlights the key, but often underestimated, role of evidence‐based diversity cues for workers and raises questions about the conditions under which value‐based diversity cues might be effective.