Are Employees Committed to Diversity at Work and in Their Personal Lives? The Role of Organizational Antiracist Signaling Following a Racial Injustice Event

Summary

This study applies Signalling Theory to corporate sociopolitical activism (CSA), examining how organisational antiracist signalling after a racial injustice event affects employees’ commitment to diversity both at work and in their personal lives. Using a mixed-methods longitudinal design (four monthly waves) with 367 employees (37.6% Black, 62.4% White), the authors test whether statements, concrete actions, or both lead employees to view organisations as sincere and whether that perceived sincerity drives greater commitment to diversity.

Key empirical findings: organisations are seen as most sincere when they pair words (public statements) with actions (for example, hiring a diversity officer). Actions matter especially: they more strongly predict employee commitment to diversity. The strength of an existing climate for inclusion moderates these effects — a strong inclusion climate reduces the need for further action, while a weak climate increases the importance of an explicit statement.

Key Points

The study frames antiracist organisational responses as signals; combinations of words + actions are read as most sincere by employees.
Concrete organisational actions (hiring officers, policy changes) are especially influential in boosting employee commitment to diversity at work and personally.
Employees’ perceptions were measured longitudinally across four monthly waves using mixed quantitative and qualitative data (N=367).
A strong climate for inclusion lessens the marginal benefit of additional actions; where inclusion is weak, public statements become more important.
Practical takeaway: avoid performative-only responses—pair statements with visible, concrete actions to build perceived sincerity and encourage employee engagement with diversity.

Why should I read this

Short version: if your organisation wants to look like it cares about racial justice — and actually make staff care too — this paper tells you what works. Stop with the empty platitudes: staff notice and they respond more when you do stuff, not just say stuff. Quick, evidence-backed, and written for doing rather than posturing.

Context and Relevance

This article is timely given ongoing debates around DEI/antiracism in organisations and the rising scrutiny of performative allyship. It connects academic theory (Signalling Theory) with practical HR choices at moments of sociopolitical rupture. For HR professionals, leaders and policymakers, the findings provide actionable guidance on designing sincere responses that shape employee attitudes and behaviour — important where retention, inclusion and employer reputation are at stake.