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Employees in organizations that offered more flexibility and diversity
were found to exhibit:
￿ Greater engagement in jobs;
￿ Higher levels of job satisfaction;
￿ Stronger intention to remain with the employer;
￿ Less negative spillover from job to home;
￿ Less negative spillover from home to job;
￿ Better mental health;
￿ Better physical health;
￿ Low general stress level;
￿ Less indication of depression.
The study concluded that employers with the most diverse top leader-
ship and non-profit organizations provided the most flexibility and con-
cern for the well-being of both employees and employers. The study
suggests that there is a better chance for effectiveness when employees are
allowed more flexibility and diversity in the workplace.
Matos and Galinsky's study demonstrated that when workers do not
experience flexibility and employers do not promote diversity in the work-
place, a number of costs can occur. These costs include an increase in the
rates of absenteeism along with physical and mental health problems. The
employer completes this negative cycle by awarding fewer raises and pro-
motions. As a result, businesses will find it increasingly difficult to operate
at their full potential. During this recent economic downturn, lack of sup-
port for diversity and the avoidance of discrimination can seriously impair
an organization's financial growth, vitality, and competiveness.
The findings cited above suggest that companies are likely to lose a com-
petitive advantage as well as harm workers when they fail to signal to
their employees that they promote a fair, safe, and welcoming workplace
culture. Failure to provide a positive and non-discriminatory climate in
the workplace can impact an organization's competitive edge in the fol-
lowing areas:
￿ Recruitment and retention of employees;
￿ Productivity and job performance;
￿ Competing for consumer and supplier markets;
￿ Exposure to costly litigation.
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