Theses and Dissertations from UMD
Permanent URI for this communityhttp://hdl.handle.net/1903/2
New submissions to the thesis/dissertation collections are added automatically as they are received from the Graduate School. Currently, the Graduate School deposits all theses and dissertations from a given semester after the official graduation date. This means that there may be up to a 4 month delay in the appearance of a give thesis/dissertation in DRUM
More information is available at Theses and Dissertations at University of Maryland Libraries.
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Item Managing my Racial Identity at Work: The When, Why, and How of Racial Identity-based Impression Management in Organizations(2019) Wheeler, Jasmine; Gelfand, Michele; Psychology; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)In the past 10 years, burgeoning research has merged social identity theory and impression management theory to examine how individuals manage their distinct social identities such as race (Roberts, 2005; Roberts, Settles, Jellison, 2008; Robert sand Cha, 2014). This extension of impression management theory is especially relevant for Black employees who are often stigmatized because of their racial group membership and must determine the extent to which they either express or suppress their racial identity at work. Therefore, this research seeks to understand when, how, and why Black employees engage in racial identity-based impression management (RIM) and the organizational outcomes related to using these strategies. Additionally, this research seeks to understand majority group reactions to minorities RIM strategy use. Therefore, RIM strategy use was examined across four studies. Qualitative interviews and a construct validation study revealed two forms of RIM, Passive (distancing strategy) and Active (expressive strategy), in study 1. Study 2 revealed that diversity climate and racial centrality interact to predict Active RIM. Black employees whose race is central to them were more likely to engage in Active RIM in positive climates for diversity. Active RIM strategy use also interacted with racial centrality to predict authenticity at work. When race was less central to their identity, Black employees felt less authentic engaging in Active RIM. In turn, authenticity was found to predict important job outcomes such as satisfaction and stress. An experimental follow-up study revealed that diversity climate did not affect RIM strategy use among Black employees, however Black employees evaluated organizations more favorably in terms of diversity climate and were more interest a pursuing a job with an organization described as having a positive climate for diversity. Lastly, in study 4, majority group members evaluated Black employees differently as a function of an organization’s diversity climate and a target’s RIM strategy, due to perceived norm violation. Theoretical and practical implications are discussed.Item The Role of Race in Negotiations: Understanding When and Why Racial Minorities are Hindered at the Negotiation Table(2016) Wheeler, Jasmine; Gelfand, Michele J; Psychology; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)Previous research has demonstrated that racial discrimination exist across a number of organizational settings. Research on race and negotiation is sparse, yet some studies suggest that African Americans receive differential treatment at the negotiation table (Ayers & Siegelman, 1995). The purpose of this research is to examine whether, why, and when there are racial differences in negotiations. In study 1, race and gender of a negotiation partner was manipulated. An individual’s negotiation aspirations were found to mediate the relationship between partner race and negotiation behavior. When negotiating with African Americans, people set higher targets and first offers and this mediated the impact of partner race on demands. In study 2, partner race, gender, and power were manipulated to see if it equalized outcomes for African Americans and Caucasians. While power did have some main effects on negotiators expectations, race and power did not interact to predict negotiator aspirations or outcomes.