The study explored to what extent various environmental features can explain away the asymmetrical effects found in the relational demography literature. We used two theoretical paradigms stemming from different scientific disciplines: status and power dynamics from sociology and inclusion and diversity climate from management. We posited the composition of group members as well as those occupying managerial positions would serve as status and power signals for out-group employees (women, minorities). These signals would in turn have implications for the type of attitudes (i.e., job satisfaction, organizational commitment, turnover intentions) women and minority employees endorse. Further, we posited that an inclusive climate would inhibit social categorization processes for both in-group and out-group employees therefore leading to better attitudinal outcomes. Across two samples, we found that the status and power perspective did not account for the asymmetrical effects, whereas the diversity climate perspective did in most of our hypotheses. We highlight the implications for research utilizing both theoretical perspectives and make recommendations to companies regarding ways to address composition and diversity climate issues within workgroups.
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