Abstract:
Diversity scholars have highlighted that the climate for inclusion is imperative for diversity management. However, we know little about how climate for inclusion affects individual performance. Based on a study of 497 employees from 102 teams with disability diversity, we show that perceived climate for inclusion mitigates felt social anxiety and in turn enhances individual performance for members with a low level of disability severity, but accelerates felt social anxiety and thus hinders individual performance for members with a high level of disability severity. Our results add to the diversity management literature by showing that the top-down diversity management practices may not work universally across individuals.
