Call for Papers
Special Issue of Journal of Managerial Psychology
Influence of Cultural Values of Ethnic and Religious Minorities on Managerial Practices
Guest Editors: Dianna L. Stone and Brian Murray
Deadline dates:
Editors will review proposals until May 1, 2024
(Diannastone2015@gmail.com or bmurray@udallas.edu)
Manuscripts for Review Due: July 1, 2024
It is clear that the population of the U. S. and that of many Western nations (e.g., United Kingdom, Germany, France) are becoming more diverse. For example, ethnic minorities in the U. S. now make up 39% of the population, and are expected to become the majority in by 2044 (U.S. Bureau of Census, 2022.) Likewise, ethnic minorities constitute a growing number of those in the European Union (e.g., 16% of population in England, 14 % in Germany, and 5% in France.) Apart from differences in ethnic diversity in these countries, there is also an increase in the diversity of religious beliefs. For instance, the majority of the U. S. population is Protestant (e.g., about 47%), but
About 6% adhere to other religious beliefs (e.g., Judaism, Muslim, Buddhism, Hinduism)
(Pew Research Center, 2022.) Similarly, even though the majority of people in the European Union are Christian, a growing percentage (e.g., 5%) identify with other religious faiths (e.g., 5%, 2.1% Muslim, 1.3% Hindu, 2% Buddhist, 1% Jewish.) We believe that the differences in ethnic and religious values and beliefs are important in organizations because current human resources (HR) policies and organizational practices were developed for majority group members (e.g., European-Americans, Europeans), and may be less effective with members of a multicultural than a monocultural workforce (Stone et al., 2008.) Thus, we maintain that existing HR and organizational policies may need to be recrafted to be responsive to the cultural values of the new multicultural population (Stone et al., 2008.)
Given the growing diversity in ethnicity and religious beliefs, the primary purpose of this special issue is to gain a better understanding of how the cultural values of different ethnic and religious groups influence the effectiveness of HR policies and organizational practices. Stated differently, we want to understand if current HR policies (e.g., recruitment, pay systems) and organizational behavior (OB) practices (e.g., leadership, job design) are effective in attracting, motivating, respecting, and retaining talented employees who are members of ethnic and religious minority groups. There has been research on the influence of cultural values in an international context (Gelfand et al., 2007), but little research has focused on these issues in a domestic diversity context (e.g., Cox, 1993; Stone & Stone-Romero, 2008.) Our hope is that an increased understanding of will help organizations align their HR and OB practices with the needs and values of the new multicultural workforce. Thus, important contributions for this special issue are to (a) consider the cultural values of a wide variety of ethnic and religious groups and subgroups (e.g., Hispanic- Americans, Native Americans, Asian Americans, Pacific Islanders, and those who endorse Islam, Judaism, Buddhism, etc.), (b) review the existing research on these issues, (c) determine if current HR and OB practices (e.g., recruitment, compensation, leadership, job design) are or will be effective with these growing multicultural groups, (d) suggest modifications in HR and OB practices that will meet the needs and values of all multicultural group members, and ( e) offer directions for future research and practice on these issues.
Some suggested topics. Please note that these are only examples and are not exhaustive:
a. How do the cultural values of racial and religious minorities influence recruitment practices and applicants' job choice?
b. How do the cultural values of racial and religious minorities influence preference for or responses to reward systems?
c. How do the cultural values racial of and religious minorities influence the effectiveness of benefits plans (e.g., paid leave or holidays) or other types of supportive HR policies (e.g., work-family policies, alternative work schedules like telework)?
d. How do the cultural values of racial and ethnic minorities influence the effectiveness of leadership styles?
e. How do individuals with cultural values that vary from the majority react to various aspects of job design (e.g., autonomy, task variety, job crafting)?
f. How do individuals with cultural values that are different from the majority react to technological changes in jobs?
g. How do individuals with cultural values that are different from the majority react to supervisory feedback;
h. How do the cultural values of racial and religious minorities affect teamwork
i. What factors affect the career choices of individuals who have cultural values that are different than those of the majority group?.
Submission of Manuscripts for Review.:
All manuscripts must be submitted through the Scholar One system on the journal website no later than July 1, 2024. Authors should also carefully review the submission guidelines included on that website (https://www.emeraldgrouppublishing.com/journal/.)
Some notable submission requirements include the following:
a. Manuscripts should be submitted using Scholar One in Microsoft Word format.
b. They should be between 5000 and 7500 words in length including abstracts, references, tables, etc.
c. Authors should use concise titles.
d. Names of all contributors should be added to Scholar One.
e. All references should be formatted using one of the recognized Harvard styles.
Note: JMP is listed on ABDC list of journals as a B journal.