A Multidimensional Framework for Examining the Effects of Social Class on Organizational Behavior

Abstract

The role of social class in organizations is a fledgling area of research that is revealing important insights into the causes of organizational behavior and workplace outcomes. To extend pioneering studies of social class and organizational behavior, I first highlight the importance of considering multiple dimensions in theorizing about the effects of social class on organizational behavior. I then develop a framework to guide theorizing on how multiple dimensions of social class influence organizational behavior. The framework describes how dimensions of social class may have unique linear effects as well as interactive effects on behavior and identifies candidate mechanisms underlying each type of effect. I end by identifying important areas for future inquiry—the visibility of social class dimensions and intersectionality with other demographic characteristics—to achieve a more precise understanding of how social class influences employee attitudes, performance, and outcomes.