“Justice for all”: An examination of self‐identified LGBT job satisfaction in the US federal workforce

• Published date: 01 June 2017
• Author: Randolph Burnside,Stephanie A. Pink‐Harper,Randall S. Davis
• DOI: http://doi.org/10.1002/cjas.1420
• Date: 01 June 2017

“Justice for all”: An examination of self-identified

LGBT job satisfaction in the US federal workforce

Stephanie A. Pink-Harper*

Southern Illinois University Carbondale

Randall S. Davis

Southern Illinois University Carbondale

Randolph Burnside

Southern Illinois University Carbondale

Abstract

The diversity management literature is inconsistent regard-

ing factors that affect job satisfaction of marginalized

groups. We examine job satisfaction of LGBTs in the US fed-

eral workforce by following the path of the diversity man-

agement and job satisfaction research. We empirically test

this relationship using the 2014 Federal Employee View-

point Survey employing conf‌irmatory factor analysis and

structural equal modelling. We f‌ind that increased percep-

tions of a culture of diversity contribute to LGBT employee

perception of their skills being effectively utilized as well

as employee job satisfaction. We also f‌ind that LGBT’s per-

ception of their skills directly contributes to job satisfaction.

We conclude by offering policy implications for public man-

agers to consider when developing diversity management

strategies for marginalized groups. Copyright © 2016

ASAC. Published by John Wiley & Sons, Ltd.

Keywords: LGBTs, diversity management, job satisfac-

tion, US federal employee viewpoint survey, skill

utilization

Résumé

Quels sont les facteurs qui inf‌luencent la satisfaction au tra-

vail des groupes marginalisés? À cette question, la

littérature sur la gestion de la diversité propose des

réponses variées. Dans cet article, nous examinons la satis-

faction au travail des personnes LGBT dans l’effectif fédéral

américain en suivant la piste des recherches sur la gestion

de la diversité et la satisfaction au travail. Nous testons

empiriquement la relation entre les deux concepts en nous

appuyant sur le Federal Employee Viewpoint Survey réalisé

en 2014, sur l’analyse factorielle conf‌irmatoire et sur la

modélisation égale structurale. Les résultats montrent que

les perceptions accrues d’une culture de diversité

contribuent non seulement à la perception que l’employé

LBGT a de l’utilisation effective de ses compétences, mais

aussi à sa satisfaction au travail. Par ailleurs, la perception

qu’il a de ses compétences contribue directement à la satis-

faction au travail. Nous concluons en proposant les aspects

politiques que les gestionnaires publics doivent considérer

pendant la mise sur pied de stratégies de gestion de la

diversité en faveur des groupes marginalisés. Copyright ©

2016 ASAC. Published by John Wiley & Sons, Ltd.

Mots-clés : LGBTs, gestion de la diversité, satisfaction au

travail, US federal employee viewpoint survey, utilisation

des compétences

The demographic characteristics of America are

increasingly evolving (Selden & Selden, 2001). As the

demographic characteristics of society expand, the character-

istics of the workforce are also expected to expand, yielding a

more diverse American workforce. As a result, these trends

have caused the management of workforce diversity to be-

come one of the most salient personnel and public manage-

ment issues of the 21

st

century (Pitts & Wise, 2010). The

expansion of demographic changes in society have led to

legally mandated aff‌irmative action programs and equal

employment opportunity initiatives as a means to increase

access to job opportunities for women and minorities in the

public sector (Choi & Rainey, 2010; Cornwell & Kellough,

1994; Foldy 2004; Riccucci, 2002). Expanding our knowl-

edge and understanding of the impact that diversity has on

*Please address correspondence to: Stephanie A. Pink-Harper, Department

of Political Science, Southern Illinois University Carbondale, 1000 Faner

Hall, Mail Code 4501, Carbondale, Illinois 62901. Email: sapink@siu.edu

Canadian Journal of Administrative Sciences

Revue canadienne des sciences de l’administration

34: 182–197 (2017)

Published online 1 December 2016 in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/CJAS.1420

Can J Adm Sci

34(2), 182–197 (2017)Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd. 182

organizational performance and employee satisfaction is thus

warranted (Milliken & Martins, 1996) and the focus of this

study.

The scope of the diversity management concept has ex-

panded from aff‌irmative action, to a legal mandate, to a man-

agerial tool for enhancing organizational effectiveness (Wise

& Tschirhart, 2000). Some have made a “business case”for

diversity, which rests partially on the assumption that a more

diverse labour force introduces new and broader skills into

an organization that can be used to enhance performance

(Ivancevich & Gilbert, 2000; Page, 2007). The business case

for diversity management is deeply rooted and supported in

the federal government as a personnel management practice

that promotes commitment to recruit, retain, and reward a

heterogeneous workforce that mirrors the growing demo-

graphic trends of society (Ivancevich & Gilbert, 2000).

Thomas (1990) suggested that diversity management aids

organizations in becoming more competitive. Similarly,

Cox and Blake (1991) posited that organizations that suc-

cessfully integrate a diverse array of employees will retain

their competitiveness. Other advocates of the practice have

posited that diversity management is necessary in develop-

ing an organizational culture where all employees, including

ones from different backgrounds, are successful (Pitts,

Hicklin, Hawes, & Melton, 2010). Recent research suggests

the empirical results of the effects of workforce diversity are

somewhat unclear and inconsistent (Choi & Rainey, 2010;

Choi, 2009).

It is possible that the inconsistency in these studies is

due to the fact that scholars assume that diverse organiza-

tions possess a broader array of skills, and that those skills

are effectively tapped to enhance performance. However, it

is important to note that limited research actually examines

the extent to which the skill sets possessed by increasingly

diverse organizations are actually effectively utilized. Given

the inconsistency in empirical studies, we examine gains in

performance related outcomes associated with organiza-

tional diversity, and the extent to which employees feel that

cultures that favour diversity actually benef‌it from their

unique contributions. Including skill utilization in broader

models of diversity management may clarify the inconsis-

tencies in previous diversity studies.

A signif‌icant amount of the literature in the area of

diversity management examines its impact on racial

minorities and women’s job satisfaction. Although largely

unknown, according to the US Equal Employment Oppor-

tunity Commission (EEOC) Sex-Based Discrimination

(Paragraph 1) (2015a), “Discrimination against an individ-

ual because of gender identity, including transgender sta-

tus, or because of sexual orientation is discrimination

because of sex in violation of Title VII.”Sexual orienta-

tion and gender identity are also prohibited forms of dis-

crimination protected under Executive Order 11478:

“Executive Order 11478, as amended, expressly prohibits

discrimination based on sexual orientation and gender

identity within executive branch civilian employment.”

EEOC (2015b), under Title VII of the Civil Rights Act

of 1964, has concluded that:

Title VII’s prohibition on sex discrimination protects per-

sons who have been discriminated against based on sex-

ual orientation and gender identity. Further, civil service

laws prohibit certain employment decisions or personnel

actions when the decisions or actions are based on con-

duct that does not adversely affect job performance, in-

cluding sexual orientation and gender identity.

Individual agencies and unions may establish procedures

to resolve disputes, including complaints of discrimina-

tion based on sexual orientation and gender identity

(Page 2, Paragraph 3).

Additionally, an amendment to the Civil Service

Reform Act of 1978 “protects federal government applicants

and employees from discrimination in personnel actions…

which can include sexual orientation or gender identity”

(U.S. Equal Employment Opportunity Commission

[EEOC], n.d. Paragraph 5). Several case laws have been

established regarding LGBTs and anti-employment discrim-

ination. Generally, the courts are f‌inding shelter for trans-

gender people under Title VII, however it is still not

universal. Additionally, the protection of sexual orientation

under Title VII has seen some litigation.

1

Furthermore, to date, limited research exists exploring

the impact of diversity management techniques for the job

satisfaction of sexual orientation minorities (i.e., lesbian,

gay, bisexual, and transgender [LGBT] people in the public

workplace). The aim of this research is to examine the extent

to which diversity management of this minority group of US

federal workforce impacts their job satisfaction. Our objec-

tive is to expand understanding of how specif‌ic diversity

management concepts, such as fostering a culture of diver-

sity and effective skill utilization of diverse employees,

inf‌luences job satisfaction among sexual orientation minori-

ties in the US federal government.

The central question guiding this research is: What

factors impact LGBTs job satisfaction in the federal

government? Specif‌ically, we examine factors that affect

job satisfaction of self-identif‌ied LGBT members in the

federal workforce by following the path of diversity man-

agement and job satisfaction research. First, this paper

reviews the literature on job satisfaction followed by a

discussion of the theoretical model of diversity manage-

ment guiding our research. To test our model, we use

the 2014 US Off‌ice of Personnel Management (2014b),

Federal Employee Viewpoint Survey (FEVS) (U.S. Off‌ice

of Personnel Management, 2014b), which is presented in

the method section. We then discuss our analysis and the

proposed policy implications for enhancing the perfor-

mance of US federal agencies. Finally, we conclude with

suggestions for future research to expand our understand-

ing of diversity management and improve organizational

performance.

EXAMINING LGBTS FEDERAL JOB SATISFACTION PINK-HARPER ET AL.

Can J Adm Sci

34(2), 182–197 (2017)Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd. 183