Abstract

Employee Resource Groups (ERGs) are a potentially powerful means of addressing inequalities and improving working conditions for underrepresented groups in organizations. However, little attention has been given to the motivation of employees who voluntarily donate their time in support of their ERG. The fact that membership in ERGs often coincides with a social identity group (e.g., Asian American) adds a dimension not associated with other non-formal groups (e.g., softball team) within an organization, and may increase the potential for ERGs to achieve valued outcomes. Drawing from academic literature on Social Identity Theory (SIT), employee voice, and activism, this qualitative study deconstructed the nuanced relationship between the employee, ERG, and parent organization. Semi-structured interviews uncovered the barriers and motivators of employee participation. A new framework emerged that explains how ERGs operate at the meso-level in organizations. The findings from this study revealed important insights for theory, including expanded definitions of SIT as it pertains to roles within the orbit of ERGs and the influence of organizational norms, a broadening of direction for employee voice, and how ERGs facilitate microdoses of personalized activism. These findings coalesced into actionable implications for practice and rich opportunities for future research.

Library of Congress Subject Headings

Employee affinity groups; Employees—Social networks

Date of Award

2024

School Affiliation

Graziadio Business School

Department/Program

Business

Degree Type

Dissertation

Degree Name

Doctorate

Faculty Advisor

Christina Gibson

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