Resumen de Counterfeit diversity: How strategically misrepresenting gender diversity dampens organizations’ perceived sincerity and elevates women’s identity threat concerns
Kathryn M. Kroeper, Heidi E. Williams, Mary C. Murphy
Women remain underrepresented in technology and computing fields. Aware of this problem, many tech organizations seek diversification strategies. Several academic sources recommend including gender diverse images in recruitment materials as a low-cost way to potentially attract female workers. However, for gender nondiverse organizations, this strategy means misrepresenting the current on-the-ground diversity of their organization. Four experiments investigate how women and men perceive organizations that counterfeit diversity (i.e., exaggerate gender diversity in recruitment advertisements) relative to organizations that (a) authentically portray a high degree of gender diversity (authentic diversity; Experiments 1–3); (b) authentically portray a low degree of gender diversity (authentic nondiversity; Experiments 2 and 3); and (c) acknowledge a lack of diversity in the present, but aspire to increase diversity in the future (aspirational diversity; Experiment 3). Results reveal that women and men perceive counterfeit diversity as insincere. This perceived insincerity, in turn, decreases women’s and men’s interest in the organization and engenders identity threat concerns among women (Experiments 1–4). Taken together, these findings complicate scholarly discussions of diversity and inclusion strategies by highlighting the role of perceived sincerity. When recruitment strategies are deemed insincere, these strategies can backfire—decreasing interest in the organization, fomenting threat, and perpetuating underrepresentation. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
