Russinova MacDonald Wilson Lyass 2003 or moral or legal wrongdoing Miceli Near

Russinova macdonald wilson lyass 2003 or moral or

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Russinova, MacDonald-Wilson & Lyass, 2003) or moral or legal wrongdoing (Miceli & Near, 1984). It is intuitive to suggest that LGBTQ identity disclosure and trust in the organization’s key referents are similarly tied. Nevertheless, both research and theory suggest that at least two types of factors may diminish the predictive role of trust – personal factors that serve as antecedents for disclosure and environmental antecedents . As to relevant personal factors , research has identified two psychological motivators. One is the individual’s need for self-verification and the motivation to achieve congruence between identities outside and inside the organization. According to the theory of self-verification (Swann, 1983), people want others to see them as they see themselves. Thus, employees who identify strongly with their sexual identity will be more motivated to ensure that others see them in the same way, in comparison with employees for whom their LGBTQ orientation is not an important element of their identity or who do not feel comfortable with their sexual orientation and gender-identity (Capell, Tzafrir & Dolan, 2016; Clair et al., 2005; Law et al., 2011). The second psychological motivator is the need for identity congruence across different life domains, which suggests that people who are open about their sexual orientation or gender-identity in their private lives will be more inclined to come out at work as well (Griffith & Hebl, 2002; Ragins, 2008). Environmental elements that co-impact disclosure might undermine the role of trust in one’s superiors with respect to the disclosure decision: for example, antidiscrimination laws, inclusive organizational policies and practices, and the nature of one’s interaction with one’s colleagues (Courtney, 2014; Law et al., 2011; Ragins & Cornwell, 2001). As suggested by Brewis, Tyler and Mills (2014) in a review of the progress since Burrell’s (1984) cornerstone work on the desexuali- zation of organizational life, protective legislation, changing social attitudes and other important developments at the political level have led to more gender diversity in organizations. For instance, Day and Greene (2008) have reported an increasing number of organizations that specifically pro- tect LGBTQ as a group under their nondiscrimination policies or include domestic partners in their benefit programmes. Employees whose organizations enact such policies may feel safe enough to come out at work regardless of the degree of trust they place in their managers. Interest in the com- plex relationship between formal mechanisms and trust in organizations goes beyond the specific context of stigma disclosure (Shamir & Lapidot, 2003; Woolthuis, 2005). Some studies (Child & Möllering, 2003) show that confidence in the institution and its mechanisms are a determinant for developing more trust in work relationships. Others (e.g. Lui, 2009) point to an added value that formal mechanisms (such as contracts) and informal trust bring to knowledge exchange.
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