Changes in social norms during the early stages of the COVID-19 pandemic across 43 countries.

The emergence of COVID-19 dramatically changed social behavior across societies and contexts. Here we study whether social norms also changed. Specifically, we study this question for cultural tightness (the degree to which societies generally have strong norms), specific social norms (e.g. stealing, hand washing), and norms about enforcement, using survey data from 30,431 respondents in 43 countries recorded before and in the early stages following the emergence of COVID-19. Using variation in disease intensity, we shed light on the mechanisms predicting changes in social norm measures. We find evidence that, after the emergence of the COVID-19 pandemic, hand washing norms increased while tightness and punishing frequency slightly decreased but observe no evidence for a robust change in most other norms. Thus, at least in the short term, our findings suggest that cultures are largely stable to pandemic threats except in those norms, hand washing in this case, that are perceived to be directly relevant to dealing with the collective threat.

Progressive or pressuring? The signaling effects of egg freezing coverage and other work-life policies.

In recent years, organizations have expanded the number and types of work-life policies they offer in an attempt to attract and retain talent. We challenge the assumption that work-life policies uniformly signal personal-life support and elicit favorable employee attitudes by investigating a relatively new work-life policy: egg freezing coverage. We theorize that, relative to other work-life policies, egg freezing coverage is more likely to send signals that evoke negative employee attitudes; although framed as intended to support employees' personal lives, employees interpret egg freezing as signaling that personal-life sacrifice and work prioritization are encouraged, which in turn decrease policy support and organizational attraction. We test these ideas in six studies, including an archival study, a qualitative survey study, a scale development study, two quantitative survey studies, and an experiment. We find egg freezing coverage evokes more negative attitudes than a range of other work-life policies (in vitro fertilization [IVF], on-site childcare, paid parental leave, flextime) as well as no policy at all. More negative reactions to egg freezing than to other policies are driven by perceptions that the policy sends a stronger signal that personal-life sacrifice is encouraged, as well as perceptions that it offers fewer benefits to employees and is more costly to organizations. In all, this work expands understanding of the signaling effects of work-life policies and demonstrates that reactions to a range of work-life policies are both more variable and driven by a larger number of underlying factors than prior theory can account for. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Power and status across cultures.

This article synthesizes recent psychological research at the intersection of power, status, and culture. Our review shows that culture affects how status and power are conceptualized, who attains them, and what their consequences are. In individualistic cultures (and particularly vertical ones that emphasize hierarchical arrangements), power is conceptualized in personalized terms (i.e. focus on self-benefits), competence drives status attainment, norm violations increase power, and individuals strive primarily for power, approve of powerholders that behave equitably, and feel happy when they have personal power. In contrast, in collectivistic cultures (and particularly horizontal ones that promote egalitarianism), power is conceptualized in socialized terms (i.e. focus on benefitting others), warmth and competence drive status attainment, norm adherence increases power, and individuals strive primarily for status, approve of powerholders that behave compassionately, and feel happy when they have socialized power. We discuss what remains unknown as a mechanism for guiding future work.

On melting pots and salad bowls: A meta-analysis of the effects of identity-blind and identity-conscious diversity ideologies.

Significant debate exists regarding whether different diversity ideologies, defined as individuals' beliefs regarding the importance of demographic differences and how to navigate them, improve intergroup relations in organizations and the broader society. We seek to advance understanding by drawing finer-grained distinctions among diversity ideology types and intergroup relations outcomes. To this end, we use random effects meta-analysis (k = 296) to investigate the effects of 3 identity-blind ideologies-colorblindness, meritocracy, and assimilation-and 1 identity-conscious ideology-multiculturalism-on 4 indicators of high quality intergroup relations-reduced prejudice, discrimination, and stereotyping and increased diversity policy support. Multiculturalism is generally associated with high quality intergroup relations (prejudice: ρ = -.32; discrimination: ρ = -.22; stereotyping: ρ = -.17; policy support: ρ = .57). In contrast, the effects of identity-blind ideologies vary considerably. Different identity-blind ideologies have divergent effects on the same outcome; for example, colorblindness is negatively related (ρ = -.19), meritocracy is unrelated (ρ = .00), and assimilation is positively related (ρ = .17) to stereotyping. Likewise, the same ideology has divergent effects on different outcomes; for example, meritocracy is negatively related to discrimination (ρ = -.48), but also negatively related to policy support (ρ = -.45) and unrelated to prejudice (ρ = -.15) and stereotyping (ρ = .00). We discuss the implications of our findings for theory, practice, and future research. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Bringing Home the Bacon: The Relationships among Breadwinner Role, Performance, and Pay.

We evaluate the relationships among breadwinner role, performance, and pay. Differences in pay are present despite limited differences in performance. We find a pay premium for primary-breadwinner employees across gender, yet a pay penalty for secondary-breadwinners employees only for women, suggesting an asymmetric relationship among breadwinner role, gender, and pay.

Understanding attitudes toward affirmative action programs in employment: summary and meta-analysis of 35 years of research.

Affirmative action programs (AAPs) are controversial employment policies in the United States and elsewhere. A large body of evidence about attitudinal reactions to AAPs in employment has accumulated over 35 years: at least 126 independent samples involving 29,000 people. However, findings are not firmly established or integrated. In the current article, the authors summarize and meta-analytically estimate relationships of AAP attitudes with (a) structural features of such programs, (b) perceiver demographic and psychological characteristics, (c) interactions of structural features with perceiver characteristics, and (d) presentation of AAP details to perceivers, including justification of the AAP. Results are generally consistent with predictions derived from self-interest considerations, organizational justice theory, and racism theories. They also suggest practical ways in which AAPs might be designed and communicated to employees to reduce attitudinal resistance.

Who gives? Multilevel effects of gender and ethnicity on workplace charitable giving.

Research on diversity in organizations has largely focused on the implications of gender and ethnic differences for performance, to the exclusion of other outcomes. We propose that gender and ethnic differences also have implications for workplace charitable giving, an important aspect of corporate social responsibility. Drawing from social role theory, we hypothesize and find that gender has consistent effects across levels of analysis; women donate more money to workplace charity than do men, and the percentage of women in a work unit is positively related to workplace charity, at least among men. Alternatively and consistent with social exchange theory, we hypothesize and find that ethnicity has opposing effects across levels of analysis; ethnic minorities donate less money to workplace charity than do Whites, but the percentage of minorities in a work unit is positively related to workplace charity, particularly among minorities. The findings provide a novel perspective on the consequences of gender and ethnic diversity in organizations and highlight synergies between organizational efforts to increase diversity and to build a reputation for corporate social responsibility.

Stereotyping by omission: eliminate the negative, accentuate the positive.

Communicators, motivated by strategic self-presentation, selectively underreport negative content in describing their impressions of individuals and stereotypes of groups, particularly for targets whom they view ambivalently with respect to warmth and competence. Communicators avoid overtly inaccurate descriptions, preferring to omit negative information and emphasize positive information about mixed individual targets (Study 1). With more public audiences, communicators increasingly prefer negativity omission to complete accuracy (Study 2), a process driven by self-presentation concerns (Study 3) and moderated by bidimensional ambivalence. Similarly, in an extension of the Princeton Trilogy studies, reported stereotypes of ethnic and national outgroups systematically omitted negative dimensions over 75 years--as anti-prejudice norms intensified--while neutral and positive stereotype dimensions remained constant (Study 4). Multiple assessment methods confirm this stereotyping-by-omission phenomenon (Study 5). Implications of negativity omission for innuendo and stereotype stagnation are discussed.

Conflict cultures in organizations: how leaders shape conflict cultures and their organizational-level consequences.

Anecdotal evidence abounds that organizations have distinct conflict cultures, or socially shared norms for how conflict should be managed. However, research to date has largely focused on conflict management styles at the individual and small group level, and has yet to examine whether organizations create socially shared and normative ways to manage conflict. In a sample of leaders and members from 92 branches of a large bank, factor analysis and aggregation analyses show that 3 conflict cultures-collaborative, dominating, and avoidant-operate at the unit level of analysis. Building on Lewin, Lippitt, and White's (1939) classic work, we find that leaders' own conflict management behaviors are associated with distinct unit conflict cultures. The results also demonstrate that conflict cultures have implications for macro branch-level outcomes, including branch viability (i.e., cohesion, potency, and burnout) and branch performance (i.e., creativity and customer service). A conflict culture perspective moves beyond the individual level and provides new insight into the dynamics of conflict management in organizational contexts.

Differences between tight and loose cultures: a 33-nation study.

With data from 33 nations, we illustrate the differences between cultures that are tight (have many strong norms and a low tolerance of deviant behavior) versus loose (have weak social norms and a high tolerance of deviant behavior). Tightness-looseness is part of a complex, loosely integrated multilevel system that comprises distal ecological and historical threats (e.g., high population density, resource scarcity, a history of territorial conflict, and disease and environmental threats), broad versus narrow socialization in societal institutions (e.g., autocracy, media regulations), the strength of everyday recurring situations, and micro-level psychological affordances (e.g., prevention self-guides, high regulatory strength, need for structure). This research advances knowledge that can foster cross-cultural understanding in a world of increasing global interdependence and has implications for modeling cultural change.