The aim of this study is to reveal the moderating effect of social capital in the relationship between employees’ perceptions of diversity management and their affective commitment.
The research hypotheses developed within the relevant literature framework are tested by using data that was obtained from the academic staff members who work at the Turkish universities.
The findings indicate that the relationship between perceptions of diversity management and affective commitment, considered in the dimensions of social capital such as participation in the local community, socio-proactivity, family and friendship relationships, tolerance for diversity, work relationships, quality of life and trust, vary according to strong and weak levels, supporting moderating hypotheses at various levels.
One of the significant limitations of the study is the reluctance of the sampled academicians to participate in a study related to diversity during the data collection process. Some academicians, in addition to express that they do not tolerate the diversity among employees within the organization, also decline to answer questions which are aimed at measuring these expressions.
The study reveals that the perception of diversity management increases affective commitment. This finding suggests that managers should consider employees’ perceptions of these policies rather than focusing solely on diversity management policies (Alshaabani and Rudnak, 2020: 2; Saleem et al., 2021: p. 1). In societies with collectivist cultures like Türkiye, managers’ practices become more important in strengthening employees’ affective commitment (Wasti, 2000; Wasti, 2003). For employees to have positive perceptions of diversity management, managers should respect their identities, use inclusive language and form a positive diversity climate (Deepak and Perwez, 2019: p. 909). Furthermore, the audits evaluating diversity management practices should be conducted frequently (McKay and Avery, 2015: 334). However, the impact of employees’ perceptions of diversity management on affective commitment may vary depending on employees’ levels of social capital. Therefore, the organizations need to develop policies based on employees’ levels of social capital. Orientation and mentoring programs should be implemented to facilitate the integration of employees with weak social relationships into the organization. The employees with strong social relationships should be guided toward social activities and club activities to capitalize on their strengths. The human resources department should develop some personalized programs for these employees.
The literature states that the perceptions and environment regarding diversity management have stronger relationships with attitudinal results rather than behavioral results (Holmes et al., 2020). The research findings support the literature in terms of showing that perception of diversity management have an impact on affective commitment. The collectivist cultural structure of the Turkish society (Sargut, 2001: p. 185) has an impact on the process of acquiring social capital. It is emphasized that the societal structure influences the behaviors exhibited by employees toward the organization. This study shows that the social capital of academics plays a partially moderating role in the relationship between perception of diversity management and affective commitment. When such dimensions of social capital as family and friendship relationships, socio-proactivity, work relations and tolerance for diversity are included in the relationship between the perception of diversity management and affective commitment, the direction and magnitude of the existing relationship change. Based on these results, it can be argued that their social capitals, which are formed based on secondary relationship types like friendship and acquaintance, contribute to the external social capital potential. In this aspect, the study is considered to contribute to the literature that highlights Türkiye’s high potential for external social capital (Buğra, 1998; Oba and Semerciöz, 2004; Özen and Aslan, 2006). In addition, it is fixed that socio-proactivity, family and friendship relationships, tolerance for diversity and work relationships, as the dimensions of social capital, have a negative moderating effect on the relationship between the perception of diversity management and affective commitment. These findings have determined the validity of the negative effects of social capital referred to as the dark side of social capital in the literature in the context of Türkiye (Gargiolu and Bennasi, 1999; Gordon, 2020: 487; Lo and Fan, 2020: 27; Alcorta et al., 2020: 445).
The original value of this study is that the authors assume that the direction and magnitude of the relationship between the perception of diversity management and affective commitment are to be shaped according to the dimensions of social capital. In addition, it reveals that the affective commitment of employees can be shaped by social capital rather than perception of diversity management.
