‘The Right Thing to do’ or ‘Good for Business’: The Importance of Morality in Formulating Diversity Policies of Public and Private Sector Organisations

Abstract

This exploratory research study investigated whether using a morality-based motive, in comparison with a business-case motive, or a combination of both motives in diversity policies, affected the perceived attractiveness of public and/or private organisations by prospective employees. Additionally, it was regarded whether this effect was influenced by the perceived morality, sociability, and competence of an organisation. The results show that utilising a morality-based motive for diversity – on its own or combined with a business-case motive – lead to higher ratings of morality and sociability, and subsequent ratings of organisational attractiveness, than when using a business-case motive. Although the motive did not significantly affect ratings of competence, this measure was also found to be least important in predicting organisational attractiveness. Moreover, it was discovered that organisational attractiveness was fully mediated by ratings of morality, sociability, and competence. Further, there were no significant differences between the public and private sector, in affecting the relationship between the diversity policy motive and organisational attractiveness. These findings indicate that – in contrast to using a business-case motive – utilising a moral motive for diversity in diversity policies make both, public and private organisations, be perceived as more attractive by prospective employees.