Theoretical Framework – Jay Fowler
Teacher Racial Congruence with Administrative Teams and its Effect on Job Satisfaction
The study of vocational psychology provides an intriguing (and somewhat controversial)
theoretical framework to help explain whether racial congruency with supervisors correlates with
job satisfaction. Similarity-attraction theory, also known as relational demography, attempts to
explain the reasoning behind the old adage, “Birds of a feather, flock together” as it relates to
human relationships in the workplace.
In its simplest form, similarity-attraction theory posits that people are attracted to, and
interact with each other based on perceived similarities. The similarity-attraction theory is often
characterized by different demographic factors (e.g. age, gender, and race). Tsui, Porter, & Egan
(2002) define the theory as an “attraction” between demographically similar individuals that
“accentuate the positive attributes of each other and derive a positive social identity.”
Similarity-attraction theory has been used by researchers to explain a number of different
phenomenon. Since infancy, children have shown to have a preference for one’s own race
(Kelly, et al., 2005). During adolescence, Dee (2005) has shown higher test scores from students
with a same-race teacher as opposed to students who are of a differing race from their teacher.
In the workforce, some researchers have shown evidence that the similarity-attraction theory
continues to influence relationships. Tsui, Porter, & Egan, (2002) report that demographically
similar individuals tend to treat each other favorably.
Additional research suggests that racially
homogeneous groups are more likely to experience greater satisfaction and less turnover than
groups that are heterogeneously grouped by race (O'Reilly, Caldwell, & Barnett, 1989).
Mehra, Kilduff, & Brass (1998), suggest that the similarity attraction theory applies to
supervisors and subordinates due to an interpersonal attraction caused by shared values and
Theoretical Framework – Jay Fowler
shared historical experiences. Other researchers have indicated findings that supervisors provide
more support to racially similar subordinates (Foley, Linnehan, Greenhaus, & Weer, 2006,
Grissom & Keiser, 2011). Inversely, incongruent supervisor/subordinate dyads were shown to
promote less job satisfaction on the part of the employee (Jones & Harter, 2005; Wesolowski &
Mossholder, 1997).
A number of researchers have indicated that minority workers may be more affected by
the similarity-attraction paradigm (Backhaus, Stone & Heiner, 2002; Grissom & Keiser, 2011;
Tsui, Egan, & O’Reilly, 1989; Wesolowski & Mossholder, 1997).
In the similarity-attraction theory, the independent variable is the degree to which
congruency is achieved for any given demographic attribute. For example, one may apply the
theory to determine the effect that congruent gender between supervisors and subordinates has
on various outcomes such as job satisfaction, turnover rate, or tangible benefits. These various
outcomes are the dependent variables.
Given that there are observed positive outcomes between racially congruent
supervisor/subordinate dyads, it would be a likely extension for positive outcomes to be more
numerous if a supervisory team is comprised of racially diverse members. A diverse supervisory
(administrative) team would increase the likelihood that employees would be racially congruent
with one supervisor or another. For the purposes of this study, the independent variable is
whether or not an employee is racially congruent with his/her administrative team.
The underlying logic for this study implies that if an employee is racially congruent with
either a principal or assistant principal, then there will be greater perceptions of support thereby
increasing job satisfaction. Furthermore, if an employee is racially incongruent with his/her
Theoretical Framework – Jay Fowler
supervisor, then the increased positive feelings of support and improved job satisfaction will be
negated.
References
Backhaus, K. B., Stone, B. A., & Heiner, K. (2002). Exploring the relationship between
corporate social perfomrance and employer attractiveness. Business Society, 41, 292-318.
Dee, T. S. (2005). A teacher like me: Does race, ethnicity, or gender matter? American Economic
Review, 95(2), 158-165.
Foley, S., Linnehan, F., Greenhaus, J. H., & Weer, C. H. (2006). The impact of gender similarity,
racial similarity, and work culture on family-supportive supervision. Group and
Organizational Management, 31, 420-441.
Grissom, J. A., & Keiser, L. R. (2011). A supervisor like me: Race, representation, and the
satisfaction and turnover decisions of public sector employees. Journal of Policy Analysis
and Management, 30(3), 557-580. doi:10.1002/pam.20579
Jones, J. R., & Harter, J. K. (2005). Race effects on the employee engagement-turnover intention
relationship. Journal of Leadership and Organizational Studies, 11(2), 78-88.
Kelly, D. J., Quinn, P. C., Slater, A. M., Lee, K., Gibson, A., Smith, M., . . . Pascalis, O. (2005).
Three month-olds, but not newborns, prefer own-race faces. Developmental Science,
8(6), 31-36. doi:10.1111/j.1467-7687.2005.0434a.x.
Theoretical Framework – Jay Fowler
Mehra, A., Kildruff, M., & Brass, D. J. (1998). At the margins: A distinctiveness approach to the
social identity and social networks of underrepresented groups. Academy of Management
Journal, 41, 441-452.
O'Reilly, C. A., Caldwell, D. F., & Barnett, W. P. (1989). Work group demography, social
integration, and turnover. Administrative Science Quarterly, 34, 21-37.
Tsui, A. S., & O'Reilly, C. A. (1989). Beyond simple demographic effects: The importance of
relational demography in superior-subordinate dyads. Academy of Management Journal,
32(2), 402-423.
Tsui, A. S., Porter, L. W., & Egan, T. D. (2002). When both similarities and dissimilarities
matter: Extending the concept of relational demography. Human Relations, 55(8), 899929.
Wesolowski, M. A., & Mossholder, K. W. (1997). Relational demography in supervisorsubordinate dyads: Impact on subordinate job satisfaction, burnout, and perceived
procedural justice. Journal of Organizational Behavior, 18, 351-362.