Vacancy

• MA/MSc degree in social psychology; interest in, and ideally some familiarity with sociology
• Interest in the topic of social cohesion and in collaborating in a broad research consortium with academic and non-academic stakeholders
• Strong interest in interdisciplinary research, including analytical and theoretical dimensions
• Professional competence in English 
• Competence in Dutch is a plus 
• Proficiency in quantitative research and data analysis, with openness and desire to learn and apply diverse data sources (e.g., lab and survey experiments, surveys, administrative microdata) and methodologies (e.g., multilevel and longitudinal analyses)
• Interest in (and preferably some background regarding) the project’s theme and research questions 
• A professional attitude characterized by organizational sensitivity, integrity, pragmatism, strong communication skills, and sound organizational and decision-making abilities
• We look for team players who want to play an active role in an inter- and transdisciplinary research community and training programme

The overarching project aim is to examine how organizations can foster cohesion within groups of employees, between groups of employees and across the organization as a whole. Specifically, we are interested in under what circumstances and through which mechanisms organizational segregating forces – whether induced through imposed organizational policies and structures (top-down) or emerging through voluntary individual and group initiatives and choices (bottom-up) – promote or undermine cohesion within groups of employees and across group boundaries. Moreover, we aim to uncover how these conditions and mechanisms can be harnessed to strengthen cohesion at all levels. We address these questions in the context of diversity, equity and inclusion (DEI) policies, focusing on their impact on the integration of minoritized employee groups in the organization.

State of the Art

Research on DEI policies has yielded valuable insights but remains fragmented across disciplines. Sociological studies have focused on why organizations adopt DEI policies (and on their effects on workplace inequalities), while social-psychological work examines their impact on minority and majority group experiences. Yet neither line of research has clarified the conditions under which DEI policies yield favourable outcomes for both minoritized and majoritized employees. This leaves open the crucial theoretical question of when and how DEI policies empower marginalized groups without simultaneously reinforcing divisions within the organization.

Existing studies show that DEI policies are not uniformly effective (e.g., Dobbin & Kalev, 2022). Effectiveness depends on organizational context and implementation, including demographic composition, minority stakeholder influence, HR and diversity roles, and accountability mechanisms (Ellemers & van der Toorn, in press). DEI policies are also politically contested, particularly in less diverse workplaces, affecting their legitimacy and adoption (Dobbin & Kalev, 2022).

These dynamics highlight the need to identify which DEI policies attract and retain minoritized groups, how they operate and under which conditions they generate positive outcomes.

Approach

The project examines variations in organizational policies and how these shape the organizational integration of minoritized groups. Drawing on migration studies, integration is conceptualized as a multidimensional, two-way process involving both minoritized and majoritized groups across multiple levels. Specifically, we distinguish between structural integration (e.g., access to jobs, promotion and retention), social integration (e.g., intergroup attitudes and collaboration) and psychological integration (e.g., perceived belonging, trust in leadership and inclusion).

One possible axis of conditional variation concerns whether policies are identity-based (e.g., quotas, group-specific mentoring, employee resource groups) or needs-based (e.g., development opportunities, flexible work, well-being support). The project will investigate how such policy variations, among others, differentially promote or hinder structural, social and psychological integration within organizations. While identity-based policies can provide identity safety or foster in-group cohesion, they may also risk reinforcing organizational segmentation or polarization, psychologically, socially and structurally. Needs-based policies, on the other hand, aim to address individuals’ underlying concerns – such as access to development opportunities, flexible work or well-being support – promoting solidarity across groups, though they may also risk obscuring identity-specific inequities.

To understand the mechanisms linking organizational policies to employee outcomes, we will examine how these policies are received by both minority and majority groups. What may be perceived as favourable by one group – such as increased in-group cohesion and a stronger sense of belonging – may be experienced as unfavourable by the other, potentially leading to intergroup division and diminished feelings of inclusion. This project therefore investigates how organizations can design inclusion policies that empower minority groups without deepening divides. Specifically, it will explore the conditions and mechanisms through which DEI policies contribute not only to in-group solidarity but also to intergroup cohesion, trust in leadership and broader perceptions of organizational inclusion, among both minority and majority groups.

The project advances current understanding in two ways. First, it integrates sociological and social-psychological perspectives by examining DEI policies simultaneously as structural interventions and as relational processes impacting subjective experiences. In doing so, it connects organizational-level policy adoption to group-level dynamics and individual-level experiences of inclusion, belonging and commitment. Second, it identifies organizational conditions – focusing on different DEI policies- that strengthen cohesion across group boundaries rather than exacerbate divides. In doing so, the project moves beyond assessing whether DEI policies work to theorizing when, how and for whom they are effective.

Project Deliverables

• Theory: Clarifying when and how DEI policies not only empower marginalized groups but also foster cohesion across group boundaries.
• Data: Leveraging existing datasets (e.g., Statistics Netherlands [CBS] administrative microdata on employees linked to organizational surveys) and collecting original data (e.g., vignette experiments via Prolific) to systematically map policies and outcomes.
• Interventions: Producing actionable insights via experiments assessing how policy framing affects experiences across minoritized and majoritized groups.

Scope of the Project

Analysis occurs at the organizational, group and individual levels.

To study multiple dimensions and levels of integration as well as the underlying mechanisms, the project adopts a multimethod approach. Structural, social and psychological integration outcomes will be assessed using data on observed employee outcomes (e.g., retention intentions and behaviour, job satisfaction, organizational commitment and belonging) derived from register microdata (such as employment registration data) and labour force surveys (e.g., the National Survey of Working Conditions [NEA]). By linking these sources through individual identifiers, employees’ demographic backgrounds can be identified, enabling analyses of differences in integration outcomes across groups.

These data will be connected to large‑scale, longitudinal organizational surveys measuring policies. For example, the Employers Survey on Labour (WEA) includes items on policy types, such as provisions to promote the hiring of disadvantaged groups (e.g., migrant workers, refugees), anti‑discrimination efforts and needs‑based investments in workforce productivity. It also provides information on organizational characteristics (e.g., size, workforce composition, accountability practices) that may condition how policies affect employee outcomes. Data-linking and analysis will take place within the CBS remote access environment, supported by the Netherlands Integrated Data Infrastructure of Inequality in Organizations (NIDIO; see https://osf.io/9b2xh/). Multilevel and longitudinal regression modelling techniques (in R or Stata) will be applied.

To uncover underlying mechanisms, the project will employ vignette experiments. These survey experiments will present hypothetical scenarios that manipulate policy types, assessing how minority and majority respondents perceive out-groups and experience belonging. Further experimental conditions may be explored to assess the circumstances under which policies yield favourable outcomes across employee groups.

Dobbin, F., & Kalev, A. (2022). Getting to diversity: What works and what doesn’t. Harvard University Press.

Ellemers, N., & Van der Toorn, J. (in press). Achieving equity and inclusion in the workplace. In V. M. Esses, J. F. Dovidio, J. Jetten, D. Sekaquaptewa, & K. West (Eds.), The Sage handbook of psychological perspectives on diversity, equity, and inclusion. SAGE.