Profiles of diversity and inclusion motivation: Toward an employee‐centered understanding of why employees put effort into inclusion and exclusion
基于自我决定理论和归因理论，通过两项研究识别出五种不同的多样性与包容动机剖面，并发现这些剖面与员工的包容和排斥行为相关，且受员工对组织多样性与包容实践意图的归因影响。
Abstract Despite their prevalence, workplace diversity and inclusion (D&I) practices continue to produce inconsistent effects on employee attitudes and behaviors. This shines a light on the need for evidence‐based approaches in understanding how employees enact D&I goals. Drawing on self‐determination theory, we argue that employee D&I motivation is an untapped pathway for understanding how inclusion‐supportive employee outcomes (i.e., more inclusion and less exclusion) emerge. In addition, we leverage attribution theory to inform when employee motivation can be shaped, demonstrating that employee attributions of the intentions behind their organization's D&I practices play an important role in shaping their subsequent D&I motivation. Across two studies, latent profile analysis identified five distinct profiles of D&I motivation, which were differentially related to inclusion and exclusion (Study 1) and predicted by D&I attributions (Studies 1 and 2). Combined, these findings highlight the importance of understanding employee motivations and attributions within the context of D&I. Such knowledge can inform how employees enact inclusion goals, which has the potential to help organizations realize the desired benefits of diversity.