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DIVERSITY AND INCLUSION OF
UNDERSTUDIED POPULATIONS: A CALL
TO PRACTITIONERS AND RESEARCHERS
Abby Corrington
Providence College School of
Business
Mikki Hebl and
Dillon Stewart
Rice University
Juan Madera
University of Houston
Linnea Ng and
Jordyn Williams
Rice University
This special issue calls for an examination of the progress of diversity and inclusion initiatives.
The current article identifies some gaps and needed research in this continuously emerging field.
In particular, we recommend supporting long-lasting diversity and inclusion efforts in organizations by ensuring that 7 understudied stigmatized groups are given more practical considerations
in the workplace and research attention in the lab and field. These groupseach of which we
consider in the articleconsist of: employees who (1) are religious minorities or nones, (2) are
transgender and gender nonconforming, (3) have differing political ideologies, (4) are undocumented immigrants, (5) have lower socioeconomic status, (6) have intersectional identities, and
(7) are 65 years or older. We describe why each group deserves more attention, consider
practitioners perspectives, recommend strategies for increasing inclusiveness, and offer suggestions for future research.
Whats It Mean? Implications for Consulting Psychology
This article identifies current gaps in research and practice in the field of diversity and
inclusion. In particular, we recommend supporting long-lasting diversity and inclusion efforts in organizations related to employees who (1) are religious minorities or
nones, (2) are transgender and gender nonconforming, (3) have differing political
ideologies, (4) are undocumented immigrants, (5) have lower socioeconomic status,
(6) have intersectional identities, and (7) are 65 years or older.
Keywords: religion, politics, immigrants, socioeconomic status, intersectionality
X Abby Corrington, Department of Management, Providence College School of Business; X Mikki Hebl and
, Department of Psychological Sciences, Rice University; Juan Madera, Hilton College of
Hotel and Restaurant Management, University of Houston; Linnea Ng and X Jordyn Williams, Department of
Psychological Sciences, Rice University.
Correspondence concerning this article should be addressed to Mikki Hebl, Department of Psychological
Sciences, Rice University, 6100 Main Street, MS-25, Houston, TX 77005. Email: hebl@rice.edu
This document is copyrighted by the American Psychological Association or one of its allied publishers.
This article is intended solely for the personal use of the individual user and is not to be disseminated broadly.
Consulting Psychology Journal:
Practice and Research
2020 American Psychological Association 2020, Vol. 72, No. 4, 303323
ISSN: 1065-9293 http://dx.doi.org/10.1037/cpb0000188
303
A great deal of attention has been given to diversity and inclusion in the workplace. Much of this
work has focused on the seven classes protected by federal law: race, color, national origin, religion,
sex, age, and disability. We know about improving diversity related to and reducing discrimination
against members of these groups because of the empirical research that scholars have done and the
ways in which practitioners have translated this research into practice. Unfortunately, however, there
are several other groups that have received far too little attention. This article focuses on seven of
these groups: employees who (1) are religious minorities or nones, (2) are transgender and gender
nonconforming (TGNC), (3) have differing political ideologies, (4) are undocumented immigrants,
(5) have lower socioeconomic status (SES), (6) have intersectional identities, and (7) are 65 years
or older.
Previous research has similarly raised an urgent call to action for research and workplace
changes for various marginalized groups (Ruggs et al., 2013); however, despite its imploring
researchers and practitioners to take action, much work still remains to create equitable conditions.
In fact, even the most recent Black Lives Matter movement spurred by the murders of George Floyd,
Breonna Taylor, and countless other Black Americans has left organizational leaders and consulting
practitioners puzzled about how best to respond to societal inequities. Action remains urgent for
groups about which we have already amassed a body of empirical research (e.g., Black employees,
LGBT employees) and for groups that we know far less about.
In this article, we begin by making the case about why each group deserves more attention.
Then, unlike previous calls to action, we specifically consider and emphasize practitioners perspectives and offer implications for steps that they and organizational leadership should adopt to be
more inclusive of each group. Finally, we offer suggestions for future research on each group that
would advance knowledge on workplace inclusion. In doing this, we hope to reinvigorate advances
in research and practice for these marginalized groups while highlighting the importance of doing
so at this specific point in time.
Before presenting each group, we would like to note a few important aspects of our discussion.
First, membership in the groups we discuss is not necessarily binary. It may seem that, at times, we
are presenting them as such because it is easier to do so when talking about research patterns derived
from the existing anecdotal and empirical data. However, in the case of TGNC people, for instance,
many simply have fluid identities. The way in which they view themselves can be subject to change,
and not everyone who is transitioning has the same perspectives, experiences, and goals. Similarly,
peoples evaluation of their SES can vary considerably depending on their comparison group
(e.g., people in the same school district; people who live in the most exclusive, wealthy neighborhoods; people in developing countries).
Second, we present the seven categories as distinct from one another because each has unique
challenges and opportunities associated with it. We acknowledge, however, that these groups are not
mutually exclusive, as people may have several identities simultaneously. For example, one may be
a 70-year-old transgender undocumented immigrant; thus, that person would fall into three of these
categories. Third, and finally, we restrict our discussion predominately to the United States, as much
of the empirical research on the stigmas associated with each group, as well as policies to remediate
them, are based upon U.S. samples. Nonetheless, future research would benefit from examining
these and other stigmatized groups with a more international and cross-cultural lens to uncover
specific aspects of their experiences that may be unique to various contexts.
Employees Who Are Religious Minorities or Nones
Why They Deserve More Attention
The United States is currently facing a rapid decline in Christianity. In 2019, 65% of Americans
described themselves as Christian, which is a 12% decrease from the previous decade (Pew
Research Center, 2019a). At the same time, the percentage of nones, or those who are atheist,
agnostic, or not religious, grew to 26%. When asked why a growing percentage of Americans
consider themselves nones, the most common responses were that they question a lot of religious
teachings (60%), they do not like the positions churches take on social/political issues (49%), they
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304 CORRINGTON ET AL.
do not like organized religions (41%), and they do not believe in God (37%; Pew Research Center,
2018).
In addition to an increase in nones, there are also many increases in non-Christian religions
in the United States (Pew Research Center, 2017). For instance, by the year 2060, the percentage of
Muslims is anticipated to grow by almost 2 times its current size, Hindus are expected to almost
double, Buddhists are anticipated to increase by 25%, and Jews are anticipated to level off or
decrease very slightly. Based on these statistics, there is a new, evolving religious landscape in
the United States. Faith and ones ideology/beliefs are central to the way many individuals navigate
their world, including their workplaces. Consequently, it is critical to understand how people
incorporate their faith, or lack thereof, into their work lives and how to effectively navigate the
boundary between employees work and personal domains.
Although relatively small compared to work on other protected identities, research examining
religious workplace discrimination shows several trends. In a review of the literature, Ghumman,
Ryan, Barclay, and Markel (2013) found that increases in religious diversity in the workforce, the
rise of religious expression at work, and legal ambiguities relating to workplace protection of
religious minorities contribute to religious discrimination. The review also found that some characteristics unique to religion contribute to workplace discrimination of religious minorities. For
example, religion is mostly a concealable stigma, although people often make it known through
religious expression (e.g., wearing a hijab, turban, or yarmulke). As with many stigmas, those who
disclose (vs. do not disclose) their none status (particularly if they state that they are atheist or
agnostic) are more likely to be the targets of discrimination (Cragun, Kosmin, Keysar, Hammer, &
Nielsen, 2012). Additionally, religion is often related to other social identities, such as race, national
origin, or color. As a result, in addition to a rise in discrimination against Muslims after 9/11, there
was also a rise of discrimination against Sikhs because they were often perceived indistinctly from
Muslims (Malos, 2010).
Much of the literature on religious discrimination has been conducted in the selection context.
For instance, one of the most robust studies, a recent meta-analysis of 26 articles, found a moderate
level of selection-based discrimination against Muslim and Arab individuals (two distinct groups
that are often conflated; Bartkoski, Lynch, Witt, & Rudolph, 2018; Haddad, 2004). The effect of
discrimination was stronger when measured with behavioral outcomes (e.g., actual hiring contexts,
such as callbacks from a job application, length of interactions during a job inquiry, presence of a
greeting, or permission to complete an application) than when measured with judgment outcomes
(e.g., perceptions, sometimes hypothetical, often used in experimental studies such as perceived
employment suitability). In sum, there is preliminary evidence that hiring discrimination occurs
against religious minorities as well as ethnic/racial minorities who are perceived to be religious
minorities.
Implications for Practice
There are a number of ways that organizational leaders and consulting practitioners can ease religion
tensions in the workplace (Chang, 2016). For one, they can enact policies and procedures to ensure
that all employees are treated equally regardless of religion. These policies and procedures can take
various forms, such as providing employees with reasonable accommodations based on their
religious practices (e.g., time off for prayers or observations), as well as taking into account religious
diversity when designing policies (e.g., dress codes) and planning events (e.g., dietary restrictions).
Additionally, organizations might benefit from simply adopting a strategy to better educate employees about various religions and the rising number of nones. One of the reasons that people
discriminate against members of other religions is that they simply do not know about them,
perceiving differences as threatening.
Because religious expression plays an important role in workplace discrimination (Rollins,
2007), organizational leaders and consulting practitioners need to be sensitive when developing
policies that guide employees religious expression in the workplace. That is, organizations must not
only protect religious minorities but also ensure that employees are not targeted because of religious
expression. For example, some religious expressions (e.g., persecuting individuals who go against
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UNDERSTUDIED POPULATIONS 305
the teachings of a religion) might violate the rights of other employees (e.g., sexual-orientation
minorities, divorcees), whereas other ones (e.g., food restrictions based on religion) may not
negatively affect others as much. Thus, policies must be clear about what religious expression is and
is not permissible at work.
Related to this, organizational leaders and consulting practitioners should also make efforts
to evaluate and address the impact of organizational culture on religious minorities. For
example, in organizations that are traditionally and historically Christian (e.g., Chik-fil-A), the
experiences of employees who are religious minorities (e.g., Muslims) may be vastly different
than the experiences of employees who are in the religious majority (e.g., Christians). Organizational leaders and consulting practitioners should ensure that they balance the religious
values the organization espouses with the responsibility to treat all employees equally, which
includes those who hold religious beliefs that may be different from those that organizational
leaders identify with.
Future Research Directions
Future research might examine mechanisms that explain why and when religious minorities and
nones are the targets of workplace discrimination. For instance, it would be helpful to know
how religious identity and religiosity of dominant groups (i.e., Christians) influence their
workplace attitudes toward employees who are religious minorities (e.g., Muslims or Hindus).
For example, research shows that majority-group members can view upward mobility or social
progress as threatening the status quo that currently benefits them (Wilkins, Hirsch, Kaiser, &
Inkles, 2017; Wilkins & Kaiser, 2014).
Discrimination against religious minorities and nones might be particularly common
among individuals who hold status-legitimizing beliefs (SLBs), which are beliefs that rationalize the status hierarchy and support the status quo. SLBs include Protestant work ethic, belief
in a just world, and other beliefs that provide a reason to see progress from minorities, including
workplace policies that protect religious minorities, as a threat (Major & Kaiser, 2017; Wilkins,
Wellman, Flavin, & Manrique, 2018). Thus, future research might examine how organizational
structures that protect employees who are religious minorities and nones, such as employee
resource groups (ERGs), diversity training, or other organizational policies, can influence the
attitudes of religious-majority members.
Another avenue for future research is examining boundary conditions that explain when
discrimination against religious minorities and nones is more likely. For example, research
shows that discrimination is more likely to occur when ones religion is made visible via attire
(e.g., a hijab), grooming (e.g., a long beard), or perceived ethnicity/race (e.g., Arab) than when
there is little religious expression (Awad, 2010; Bartkoski et al., 2018; Cragun et al., 2012).
Furthermore, it would be informative to know whether, how, and why individuals religious
expression changes dynamically over time. Moreover, not all religious expressions are equal;
for example, a religious minoritys expression might lead to outgroup attributions by majoritygroup members (e.g., Christians) or be perceived as inappropriate by those who believe religion
and work should remain separate (Gebert et al., 2014) or who arent comfortable discussing
others religions (Rollins, 2007).
Employees Who Are TGNC
Why They Deserve More Attention
Employees who are TGNC include individuals who identify as male, female genderqueer, nonbinary, agender, or somewhere else on or outside of the spectrum of what we understand gender to be
1Because the focus of this article is understudied populations, and because a significant amount of
research has been conducted on lesbian, gay, and bisexual (LGB) employees, we limit the scope of this section
specifically to TGNC individuals.
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306 CORRINGTON ET AL.
(Human Rights Campaign, 2020).1 TGNC individuals are often not recognized as having valid or
prevalent identities because it is difficult for many people to conceptualize identities outside of the
traditional gender or sex binaries. Those who are TGNC often (but not always) manifest a visible
identity that does not coincide with traditional ideas of femininity or masculinity. Until recently,
almost no research (aside from region-specific studies with small sample sizes) has been conducted
on the experiences of TGNC individuals. But two studies are changing this landscape dramatically.
First, the European Network for the Investigation of Gender Incongruence has identified 2,600
participants across four clinics in Europe before, during, and after their gender transitions (see
Kreukels et al., 2012) and has , longitudinal studies (see European
Professional Association for Transgender Health, 2019). Similarly, researchers at the University of
Washington are conducting the first large-scale, 20-year longitudinal study of 300 transgender
children (from almost all U.S. states and Canadian provinces) and their transitions (e.g., Glgz et
al., 2019). Although such studies are incredibly promising in terms of extending what is known, very
little of this research has been done on workplace experiences and ways that organizations can
improve such experiences.
Qualitative data, however, provides some important insights. For example, a study of male
TGNC employees revealed that they consistently negotiate their gender identities at work, a reality
not faced by heterosexual cisgender employees (Dietert & Dentice, 2009).2 Specifically, TGNC
individuals, depending on their comfort and trust levels, disclose their identities to only some people
at work. When they transition on the job (as compared to transitioning before they entered the job),
they often experience scrutiny and a significant lack of support from their coworkers. TGNC
employees also report experiencing anxiety over their coworkers inconsistent use of their new
gender pronouns and newly chosen names.
Using a grounded-theory approach, Brewster, Velez, Mennicke, and Tebbe (2014) found
evidence that TGNC employees experienced substantial harassment and discrimination (e.g., namecalling, deliberately being referred to with the wrong gender pronouns, and property destruction).
Results from the National Transgender Discrimination Survey (Davidson, 2016) further revealed
that TGNC individuals report underemployment and lost jobs; are denied promotions; and are
sometimes removed from direct contact with clients, customers, or patients. The survey revealed that
female trans employees have more negative experiences than those who identified as nonbinary or
are trans men. Last, research shows that TGNC employees often feel anxiety or depression,
particularly when transitioning while working (Dispenza, Watson, Chung, & Brack, 2012). Overall,
research shows that TGNC employees have to navigate their identities at work, can face discrimination and harassment, and must ; however, much more representative and quantitative research is needed.
Implications for Practice
As the guidelines from the American Psychological Association recommend, any psychological
practice with individuals who are TGNC should focus on the provision of culturally competent, developmentally appropriate, and trans-affirmative psychological practice (APA, 2015; p.
832). As such, there are several strategies that organizational leaders and consulting practitioners can adopt to improve the inclusiveness of TGNC employees. Some of these have also been
recommended by the Society for Human Resource Management and the Human Rights
Campaign (see Thoroughgood, Sawyer, & Webster, 2020). One strategy is to advise organizations to adopt policies and infrastructures that are inclusive of TGNC individuals, such as
demarcating at least some (if not all) restrooms as all-gender, implementing more genderneutral dress codes, and respecting employees preferred pronouns. These actions signal that
TGNC employees are valued and that gender normativity is neither required nor expected in
their organizations.
2Cisgender is the term used for people whose gender identity aligns with their biological sex assigned at
birth.
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UNDERSTUDIED POPULATIONS 307
Another effective strategy is to help build and offer TGNC-specific diversity training to
equip cisgender employees with the education, awareness, and skills needed to be effective
allies for their TGNC coworkers (e.g., teach them how to respectfully call out biased behavior
and help them eliminate the savior mentality or the motivation to engage in ally behavior for
the purpose of being perceived as a good person). In view of the increased number of
individuals who are coming out as TGNC, it is important for diversity consultants (if they do
not provide a focused TGNC-specific training) to include TGNC employees in more general
diversity-training sessions. Similarly, consulting practitioners might also implement interventions aimed at increasing resilience among employees (see Thoroughgood et al., 2020). These
sessions, as well as creating ERGs for companies that have a substantial TGNC population,
could benefit TGNC employees (e.g., perhaps by offering training on mindfulness, cognitive
behavioral therapy, or self-compassion) and give them a safe space in which they feel authentic.
One additional way for organizational leaders and consulting practitioners to support TGNC
employees is to let them guide disclosures and conversations about their potential gender
transitions. Not all TGNC individuals want, decide, or are able to undergo transitions or medical
procedures; however, employees should receive full health-care benefits that are specific to their
gender identity and should be able to ask for and receive reasonable accommodations during
their transitions. Consulting practitioners can play a valuable role in ensuring leaders are
engaging in TGNC-affirmative behaviors and that the workplace is providing a culture of
acceptance. Reducing discrimination toward TGNC employees leads to many positive outcomesnot only for the bottom line but also for the humanity, dignity, and overall good of
others.
Future Research Directions
Despite calls for research that specifically focuses on TGNC employees (e.g., Law, Martinez,
Ruggs, Hebl, & Akers, 2011; Pepper & Lorah, 2008; Ruggs et al., 2013), very little work has
actually examined their workplace experiences, and further research is needed. Specifically,
future research should examine the role of authenticity for TGNC employees. For example,
Martinez, Sawyer, Thoroughgood, Ruggs, and Smith (2017) found that such feelings were
related to the extent to which TGNC employees had transitioned. Future research might also
examine how feelings of authenticity can change over time (before, during, and after transitioning) and how differential support from organizations relates to job satisfaction, organizational commitment, and company approval from TGNC employees and employees of the
organization as a whole.
Another avenue for future research is examining coping strategies that TGNC employees enact
when transitioning. Because transitioning is a stressful and resource-depleting experience, researchers might examine the generalizability of effective coping strategies that other groups use to deal
with discrimination (Chung, Williams, & Dispenza, 2009). It would be informative to know how
these coping strategies develop and change over time. TGNC employees also experience a wide
array of treatment depending on the context and visible cues of their marginalized identity. Though
some TGNC employees may be able to pass as cisgender when they begin a new job, this does
not necessarily mean they intend or want to pass. Researchers could examine how the cognitions,
affect, behavior, and coping strategies of TGNC employees vary depending on the salience of their
identity. Additionally, many TGNC individuals (15%) live in extreme poverty; this is further
exacerbated for trans people of color (34% of Black and 28% of Latinx trans individuals; Human
Rights Campaign, 2020). Researchers should examine what the working conditions and challenges
are particularly for the low-income individuals that comprise a considerable proportion of the TGNG
population.
Last, one of the greatest sources of anxiety and harassment that TGNC employees report focuses
on gender pronouns and misgendering. Future research might extend the work of Schilt and Connell
(2007), who have examined policies and training on the use of correct gender pronouns in the
workplace, and conduct additional studies to learn what types of interventions and messaging are
most effective.
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308 CORRINGTON ET AL.
Employees Ranging in Political Affiliation
Why They Deserve More Attention
Political diversity is a neglected topic in the study of workforce diversity, and further research in this
area is paramount to better understanding how to optimize the diversity that exists within organizations. Employees are likely to have ideological beliefs and political orientations; however, a
number of issues may arise with respect to diversity in this domain, and a recent survey conducted
by the Society for Human Resource Management (2016b) shows how organizations are lacking
policies that guide employees concerning political activities in the workplace. For example, the
study showed that two thirds of the participating organizations did not have a policy addressing this
issue. The majority (72%), however, indicated that they discouraged political activities at work.
Though laws prohibit some organizations from not allowing employees to discuss politics at work,
organizations also have a responsibility to protect employees from hostile political views and
harassment (Milligan, 2020).
A more recent survey conducted by the Society for Human Resource Management (2019) shows
these concerns have not changed. First, it may seem that politics is a taboo topic in the workplace;
however, political discussions have become much more common. Second, and likely as a result,
disagreements surrounding political ideologies are also more likely to occur at work now than at
many other times in the past. Indeed, 42% of U.S. employees have firsthand experience with
political disagreements in their workplaces. Third, and finally, some workplaces simply exclude
employees based on their political affiliation; 34% of employees indicated that their workplace is
not inclusive of differing political perspectives.
Implications for Practice
Organizational leaders and consultants have their work cut out for them when it comes to ensuring
that employees are able to express their political beliefs, no matter their content, because of the
divisive sociopolitical climate found in todays society. Because political beliefs can be polarizing
and lead to discomfort in the workplace, many employees simply do not express themselves;
however, suppressing ones authentic feelings, opinions, and experiences can lead to negative
workplace outcomes (see Clark & Smith, 2014). This is an election year, so it is likely that political
disagreement in the workplace will continue to rise. Some suggest that organizational leaders and
consulting practitioners should not attempt to prevent such conversations; instead, they should
create inclusive cultures of civility where difference isnt a disruption (see Society for Human
Resource Management, 2019).
There are three strategies that organizational leaders and consulting practitioners can adopt with
regard to the discussion of political beliefs in the workplace. First, they might encourage employees
to simply avoid politically charged conversations and other expressions of their political beliefs
though this is a difficult strategy to adopt, particularly in an election year, when practitioners and
leaders are trying to promote authenticity and when covering is unhealthy and stifles talent (Yoshino
& Smith, 2014). Second, organizational leaders and consulting practitioners might encourage
employees to limit the expression of their political beliefs to coworkers who they know feel
similarly. These like-minded groups might take on the form of nonfunded, ad hoc ERGs or might
involve leveraging technology that allows employees to share and engage with colleagues who have
common beliefs and interests (see Otto, 2019). This latter strategy might involve providing open
forums on organizations internal company sites that employees can join based on their political
beliefs. These possibilities enable employees who want to discuss their beliefs to do so, while also
avoiding potential conflict, antagonism, or exclusion in the workplace. However, this silo
approach also seems somewhat problematic, as it may signal a devaluation of the experiences and
benefits of diversity and inclusion.
Of course, the extent to which political expressions and discussions at work are appropriate or
even legal depends upon organization type. In some cases, expression of ones political opinions
is potentially as disruptive and consequential as suppressing them. For instance, the Hatch Act of
1939 limits certain political activities (e.g., displaying political buttons and signs, wearing t-shirts)
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UNDERSTUDIED POPULATIONS 309
for local, state, and federal employees while they are on duty, while they are wearing a uniform or
official insignia, while they are physically present in a federal room or building, or while they are
using any federally owned or leased vehicle. The purposes of this law are to ensure that federal
programs are conducted in a nonpartisan way, to protect federal employees from political coercion
in the workplace, and to ensure that promotions are based on merit and not political affiliation.
Clearly, the implications of political differences may be especially pronounced for employees who
work for their local, state, or federal government, especially when they are run by political officials
who do not represent their political views. Therefore, when handling political differences in the
workplace, consulting practitioners should be aware of what is and is not allowed at work, and they
should be mindful of the implications of these regulations (e.g., burnout, turnover intentions,
perceived fit) in different organizational contexts.
Third, and perhaps most realistically, organizational leaders and consulting practitioners might
encourage employees to express their political beliefs but set ground rules (e.g., prohibit hostility or
bullying of coworkers based on their political identities) when discussing them in the workplace.
Although laws prohibit discrimination toward protected groups, such as LGBTQ individuals or
immigrants, some employees may use their political beliefs as justification or a cover-up for
negativity they have toward members of these groups (Society for Human Resource Management,
2016b). When heated political discussions are a possibility, organizational leaders or consulting
practitioners should set clear expectations and build cultures in which coworkers can share and
receive different viewpoints with goodwill and respect for others. For those employees who wish to
engage in political discussions, leaders and consulting practitioners might suggest they weigh the
risks and benefits of speaking up; think of political conversations as opportunities to learn, rather
than attempts to change the other persons mind; ask questions and be genuinely curious; demonstrate respect; and seek common ground (Knight, 2016). Employees should also feel free to deflect
or disengage from political conversations if they do not wish to discuss the topic or feel that the
conversation is taking an unproductive turn.
To ensure that organizations are not favoring people of certain political leanings over others,
leaders and consulting practitioners should review existing policies and practices related to recruiting, hiring, and promoting. For instance, relying on informal networks for screening and selecting
job candidates is likely to result in the selection of employees who are politically similar to existing
employees within an organization. Therefore, one way to ensure that people of political affiliations
receive equitable hiring consideration is to formalize and standardize processes for screening and
selection. Consulting practitioners might recommend defining what a good job candidate is and
other key terms at the start of a search, combining data on all job candidates in one centralized
location, training hiring managers on interviewing techniques, using structured interviews in which
every job candidate is asked the same questions in the same sequence, and evaluating job candidates
using predetermined and objective criteria.
Finally, we do not necessarily propose that organizations intentionally diversify or change the
political views of their workforce regarding any specific political affiliations. Rather, our intention
is to provide suggestions for easing tensions and being more inclusive at work related to the existing
diversity of political ideologies.
Future Research Directions
There is a glaring need for empirical research on political diversity at work, especially given the
current, highly polarized sociopolitical landscape. Recent research has called for an increased focus
on political ideology as a critical determinant of workplace experiences (Swigart, Anantharaman,
Williamson, & Grandey, 2020). Potentially fruitful avenues for research include investigating how
employees work-related experiences (e.g., sense of belonging, discrimination), behaviors (e.g.,
organizational citizenship behaviors, counterproductive work behaviors), and outcomes (e.g., turnover intentions, engagement) may be affected by their own political orientation, as well as that of
their colleagues, subordinates, superiors, and industry more broadly. Additional questions to be
explored include how organizations might signal their political ideology to potential applicants and
current employees and what the positive and negative consequences of such expressions are.
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310 CORRINGTON ET AL.

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In the nursing course, you may have difficulties with literature reviews, annotated bibliographies, critical essays, and other assignments. Our nursing assignment writers will offer you professional nursing paper help at low prices.

Sociology

Truth be told, sociology papers can be quite exhausting. Our academic writing service relieves you of fatigue, pressure, and stress. You can relax and have peace of mind as our academic writers handle your sociology assignment.

Business

We take pride in having some of the best business writers in the industry. Our business writers have a lot of experience in the field. They are reliable, and you can be assured of a high-grade paper. They are able to handle business papers of any subject, length, deadline, and difficulty!

Statistics

We boast of having some of the most experienced statistics experts in the industry. Our statistics experts have diverse skills, expertise, and knowledge to handle any kind of assignment. They have access to all kinds of software to get your assignment done.

Law

Writing a law essay may prove to be an insurmountable obstacle, especially when you need to know the peculiarities of the legislative framework. Take advantage of our top-notch law specialists and get superb grades and 100% satisfaction.

What discipline/subjects do you deal in?

We have highlighted some of the most popular subjects we handle above. Those are just a tip of the iceberg. We deal in all academic disciplines since our writers are as diverse. They have been drawn from across all disciplines, and orders are assigned to those writers believed to be the best in the field. In a nutshell, there is no task we cannot handle; all you need to do is place your order with us. As long as your instructions are clear, just trust we shall deliver irrespective of the discipline.

Are your writers competent enough to handle my paper?

Our essay writers are graduates with bachelor’s, masters, Ph.D., and doctorate degrees in various subjects. The minimum requirement to be an essay writer with our essay writing service is to have a college degree. All our academic writers have a minimum of two years of academic writing. We have a stringent recruitment process to ensure that we get only the most competent essay writers in the industry. We also ensure that the writers are handsomely compensated for their value. The majority of our writers are native English speakers. As such, the fluency of language and grammar is impeccable.

What if I don’t like the paper?

There is a very low likelihood that you won’t like the paper.

Reasons being:

• When assigning your order, we match the paper’s discipline with the writer’s field/specialization. Since all our writers are graduates, we match the paper’s subject with the field the writer studied. For instance, if it’s a nursing paper, only a nursing graduate and writer will handle it. Furthermore, all our writers have academic writing experience and top-notch research skills.
• We have a quality assurance that reviews the paper before it gets to you. As such, we ensure that you get a paper that meets the required standard and will most definitely make the grade.

In the event that you don’t like your paper:

• The writer will revise the paper up to your pleasing. You have unlimited revisions. You simply need to highlight what specifically you don’t like about the paper, and the writer will make the amendments. The paper will be revised until you are satisfied. Revisions are free of charge
• We will have a different writer write the paper from scratch.
• Last resort, if the above does not work, we will refund your money.

Will the professor find out I didn’t write the paper myself?

Not at all. All papers are written from scratch. There is no way your tutor or instructor will realize that you did not write the paper yourself. In fact, we recommend using our assignment help services for consistent results.

What if the paper is plagiarized?

We check all papers for plagiarism before we submit them. We use powerful plagiarism checking software such as SafeAssign, LopesWrite, and Turnitin. We also upload the plagiarism report so that you can review it. We understand that plagiarism is academic suicide. We would not take the risk of submitting plagiarized work and jeopardize your academic journey. Furthermore, we do not sell or use prewritten papers, and each paper is written from scratch.

When will I get my paper?

You determine when you get the paper by setting the deadline when placing the order. All papers are delivered within the deadline. We are well aware that we operate in a time-sensitive industry. As such, we have laid out strategies to ensure that the client receives the paper on time and they never miss the deadline. We understand that papers that are submitted late have some points deducted. We do not want you to miss any points due to late submission. We work on beating deadlines by huge margins in order to ensure that you have ample time to review the paper before you submit it.

Will anyone find out that I used your services?

We have a privacy and confidentiality policy that guides our work. We NEVER share any customer information with third parties. Noone will ever know that you used our assignment help services. It’s only between you and us. We are bound by our policies to protect the customer’s identity and information. All your information, such as your names, phone number, email, order information, and so on, are protected. We have robust security systems that ensure that your data is protected. Hacking our systems is close to impossible, and it has never happened.

How our Assignment  Help Service Works

1.      Place an order

You fill all the paper instructions in the order form. Make sure you include all the helpful materials so that our academic writers can deliver the perfect paper. It will also help to eliminate unnecessary revisions.

2.      Pay for the order

Proceed to pay for the paper so that it can be assigned to one of our expert academic writers. The paper subject is matched with the writer’s area of specialization.

3.      Track the progress

You communicate with the writer and know about the progress of the paper. The client can ask the writer for drafts of the paper. The client can upload extra material and include additional instructions from the lecturer. Receive a paper.

4.      Download the paper

The paper is sent to your email and uploaded to your personal account. You also get a plagiarism report attached to your paper.

PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A PERFECT SCORE!!!

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