An Investigation of the Relationship between Diversity

Networks and Job Satisfaction of Marginalised Social

Identity Groups in the UK Healthcare Sector

Word Count: 12,500 (+10%)

A dissertation submitted in partial fulfilment of the requirements for the

Master’s Degree (MSc) in Management with Human Resources

Adam Smith Business School

University of Glasgow

September 2020

Research Findings:

4.1. Introduction

The overall research aim of this dissertation is to investigate the relationship between diversity
networks and job satisfaction of nonmajority employees in the healthcare sector. The purpose of this
chapter is to present the research findings. A total of nine representative case studies of real NHS
organisations are used (see Appendix for case study summaries) to ensure valuable and wide-ranging
insights to build on existing knowledge. After presenting the thematic and sentiment analysis
findings, the research questions are directly addressed:

(1) How do satisfaction levels before and after joining a diversity network differ?

(2) What aspects of diversity networks affect job satisfaction?

a. Does social support affect job satisfaction of nonmajority employees?
b. How do career advancement opportunities affect job satisfaction?
c. How do diversity networks affect the social inclusion of the nonmajority workforce
and do they contribute to eliminating inequalities and discrimination?

(3) Do satisfaction levels between participants of different types of diversity networks differ?

4.2. Thematic Analysis Findings

A thematic analysis was conducted to organise the data into distinct codes which allowed the author
to identify common themes and categories that are concerned with the relationship between
diversity networks and job satisfaction of nonmajority employees.

After extensive data familiarisation, the author has carefully coded the data (Tables 1-5).
 Table 4 – Coding: Women Networks (Case Studies 1 & 2)
Codes Evidence
“In the NHS, flexible working is still a privilege rather than a smart way to do things. This stops a lot of women changing roles and going
Flexible Working
for promotion as they fear this privilege will be removed.”
"I felt very inspired by some of the leaders that I've seen, particularly some of the women that I've worked with, and I thought actually
Role Modelling
maybe I could go on and work up to be a chief nurse."
Imposter Syndrome "I always felt I am not good enough, I am not showing enough, I can't to this."

Workplace Challenges "I think it is different for women, they're judged the minute they walk through the door (...)."
Recognition of
"Junior clinicians and healthcare professionals are beginning to get recognition for being leaders."
achievements
Adaptation of male
"I do think you need to be strong and ballsy because it can be important.”
personality traits
Calling out bullying and
“What I think the network can do is actually call it (bullying and harassment) out corporately and say this is not acceptable.”
harassment
"I remember when I was a director in the NHS very recently, going into one predominately male meeting and someone said to me - I
Prejudices
have tea with two sugars please"
“What it has achieved (…) is a real sense of community amongst women and aspiring women leaders in the NHS, who know that they
Community Building
can go to other people, that other people share their challenges, that there is no question that they can’t ask.”
Increasing confidence “(…), I didn't think I would have had the confidence or the conviction to go to my lead in the department to ask for certain things.”
Self-imposed culture “I think sometimes it’s culture, but I think that is often self-imposed culture that you think you are not able to do something.”
“I have definitely found a sisterhood in the NHS, amazing women who I have been able to share challenges and receive support from, lea
Building friendships
ding to some life-long friends.”
Informal Networks I’ve met some fantastic women. And we’ve got lots of informal networks that have sprung up as a result of the women’s network.
“The NHS is a heavily female dominated workforce and therefore there is an assumption that the glass ceiling has been smashed, but
Raising Awareness
that is not true because the majority of senior jobs are still held by men.”
Sources: London’s Women’s Leadership Network (2020); Timewise (2018); London Leadership University (2017a/b, 2019); Archard (2016); Fiore (2018); NHS
Employers (2016, 2017a/b/c/d/e, 2018); McCay (2020); Healthcare Leaders News (2019)

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 Table 5 – Coding: BAME Networks (Case Studies 3 & 4)
Codes Evidence
Ongoing discrimination “Patients and staff would look at you and ask if they could speak to someone else.” / “Discrimination can still be an everyday
from staff and patients occurrence, whether in or out of the workplace.”
“They find the forum really good because it's a time and a place for them to properly talk and to have the freedom to speak up about
Freedom to speak up
how they really feel.”
Enabling employee
“It also wants to ensure staff voices are heard, challenges are raised and there are opportunities for self-development.”
voice
Feeling invisible and “I would like to think I was a fairly confident person from my youth, but in an environment where you are conscious you are the
inferior minority, and have feelings of invisibility, it has the potential to make you feel smaller than you actually are.”
“Afsana Aslam, the BAME staff network chair, has been really supportive of my contribution and guided me along the way,
Role Modelling
supercharging my passion to make a different to others.”
Increasing confidence “Linking with other BAME members from the network, has given me the confidence to develop further in my role.”
Mentoring “I continue to seek and have that support (mentor support) consistently.”
Celebrating differences “At the BAME network, we celebrate and understand the value added by being different.”
Feeling of unity “Being part of the BAME network is like being a part of a team, where everyone comes together as one to achieve a common goal.”
Support from others “I have met a number of professional, supportive people from across the Trust who attend the group and are willing to support you.”
“I didn’t really know what it was about, why it was necessary or specifically, what it could do to support me. I didn’t feel like I needed
Scepticism
any support.”
Access to development “On a personal level, I have gained access to local and national courses after finding out about development opportunities from the
courses BAME staff network”
“The BAME network has allowed me to connect with other members of the Trust who have faced similar challenges from being of an
Community building
ethnic minority.”
Network as a learning “It is an ideal opportunity for members to go in with fresh ideas,
tool positive thinking and use as a learning tool to network with colleagues”
Challenging “The network creates an environment whereby people support one another in (…) challenging the Trust when things are not going
Management well.”
“Our senior leaders can only be better equipped to support our BAME workforce by listening and seeing through the lens of those that
Need for education
feel disadvantaged.”
Sources: NHS England (2019); South West Yorkshire Partnership NHS Foundation Trust (2019a/b/c); The Royal Bournemouth and Christchurch Hospitals (2019,
2020)

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 Table 6 – Coding: LGBTQ+ Networks (Case Studies 5 & 6)
Codes Evidence
Being your true
I have the freedom to live life as my true self at work.”
authentic self
“I’ve only recently joined the LGBTQ+ Network and I joined because it’s a safe place and it’s so refreshing to liaise with people who can
Creating a safe space
relate to you and see you for all that you are.”
“(…) having a cross-site staff LGBTQ+ network means we can meet others from across the whole trust to hear their experiences. “ /
Community building
2The Diversity Network provides a space where our community can gather and decompress from time to time.”
Social isolation through
“Prejudice and discrimination have a devastating impact on LGBTQ+ people. At its very worst, it means someone may spend their last
ongoing prejudices and
days feeling isolated, alone, angry and unwelcome.”
discrimination
“The introduction of allies at the trust has also increased staff awareness of the LGBTQ+ network and the use of social media has
Raising Awareness
provided a platform for discussion and the sharing of events and achievements.”
Visibility “We also have visibility of, and representation from, our senior leaders.”
“Some colleagues don't have day to day interactions with all of the LGBTQ+ Community, so focusing on education and raising
Educating others
awareness of issues would be a great opportunity to help them understand more”
“It's so nice to see people who are LGBTQ+ in leadership positions and I think their visibility helps me and other younger LGBTQ+ folks
Role Modelling
feel safer being ourselves at work.”
Available opportunities “I love how many opportunities are available through it and the sense of community I think it instils.”
Feeling of increased “Just feeding back news/requests at our morning huddles from the LGBTQ+ Network and the Disabled Staff Network has made me
empowerment more visible at work and consequently feel more empowered.”
Feeling of social “Being a part of the Network has helped me to feel included here - you know that there's a team around you and you feel so
inclusion welcomed.”
Feeling of warmth “When I attended the first LGBTQ+ conference I felt so proud I could burst, there was so much warmth.”
Attraction and
“It was only when I got here and started seeing more people and thinking this is actually an added bonus. It wasn't my main reason for
retention of LGBTQ+
coming here but I'm sure it is the main reason for a lot of people when they see how accepting it is.”
staff members
“People will comfortably talk about their partner and make it obvious that they're a same sex partner, and it doesn't raise any
Increased acceptance
eyebrows. You never see anybody being surprised.”
Feeling of belonging “The network gives people a sense that they're not alone, and that there is a sense of community, which is really important.”
Introducing formal
“I'd previously met my mentor as part of the Network, and he's been a real inspiration to me through the mentoring programme.”
mentoring programme
Sources: Brighton and Sussex University Hospitals NHS Trust (2019a/b); Bedwell (2020); Alexander (2020); Biggart (2020); Barnes (2020); Pinch (2020); Verma
(2019); Cockram (2019)

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 Table 7 – Coding: Disability Networks (Case Studies 7 & 8)
Codes Evidence
Physical changes to work
“(…) we have done various things across the sites, such as the handrail outside.”
environment
“I'm part of the disability network as an attempt to work with the network to try and raise awareness of these conditions that
Raising Awareness
people can't see (i.e. narcolepsy) (…).”
Increasing feeling of “The way to make people accepted is to make sure that people understand that they are accepted. So through being open and
acceptance honest and having conversations about disability, having conversations about mental health, making sure that that's OK.”
“It is such a worthwhile network to be a part of and that's doing wonderful things and makes everybody feel like they matter in
Feeling of belonging
and around the hospital.”

Building friendships “We all look out for each other and we have become friends.”
Engaging in community
“If you have quite a solitary job like mine, being part of something like the network can open your horizons.”
outside of day-to-day job
“I want this place to be a great place to work where any reasonable adjustment can be made for people with disability so they can
Motivation to make changes
work as long as possible.”

“On a personal note, if I had not been in the network, I would not have had the confidence to be open and honest about my own
Increasing confidence
mental health problems. The network has given me confidence in so many ways.”
Sources: Salisbury NHS Foundation Trust (2018); Lancaster District Magazine (2019); Bay Trust Radio (2017); University Hospitals of Morecambe Bay (2019);
Inclusive Companies (2020); Kent (2019)

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 Table 8 – Coding: Multi-Identity Network (Case Study 9)

Codes Evidence

“Knowing that there were BAME women with the same passion as me was just amazing. Finally, there was a platform for BAME
Community building
women (…).”

Entering mentoring
“I gravitated towards the network for mentorship (…).”
relationships

Enabling employee voice “Those who used to be invisible, are now being heard”

Employee voice as a catalyst “For the first time we are hearing their voices and their powerful stories,” (…) “This will inspire others to succeed and has acted as
for change a catalyst for change.”

Provision of training “The network has recently launched the ‘Shuri Fellowship’ which will provide future leaders training opportunities to boost their
opportunities career.”
“She said the “role models” at the network had provided a space for her to learn from others in order to improve diversity and
Role modelling
inclusion work within her own organisation.”

“I have personally learnt so much from our Network members’ career journeys and how they have successfully navigated their
Learning from others
way past huge barriers and challenges.”

Sources: The Shuri Network (2020); The Health Tech Newspaper (2020); Downey (2020a/b); Crouch (2020); Digital Health (2020)

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A total of eleven themes were identified (Table 9) and later refined into eight final themes (Table 10)
according to their prominence in the dataset. Interestingly, increased social support and professional
development opportunities are key themes and have previously been identified as contributing to
employees’ job satisfaction. The final themes were relevant to all nine diversity networks and
increased the ability to compare between diversity networks. Where relevant, findings from single
diversity networks are used when addressing the research questions due to the unique nature of
underlying challenges between different marginalised social identities.

Table 9 – Key Themes Table 10 – Refined Themes

Professional Development Professional Development

Personal Development
Increased Social Support
Vehicle for Employee Voice
Diversity Networks as a place for
Community Building
Increased Acceptance in the Workplace
Personal Development
Increased Social Support
Vehicle for Employee Voice
Diversity Networks as a place for
Community Building
Increased Acceptance in the Workplace

Raising Awareness of key challenges and Raising Awareness of key challenges and
issues experienced by marginalised social issues experienced by marginalised social
identities identities

Addressing Discrimination / Harassment Addressing Discrimination / Harassment

and Bullying / Prejudices and Bullying / Prejudices

Removal of Physical Obstacles/Barriers

Individual Learning
Social Inclusion

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4.3. Sentiment Analysis Findings
By revisiting the raw dataset, positive and negative sentiments with regards to network participation
were identified. Table 11 shows the findings by noting aspects in relation to diversity networks that
have resulted in emotional responses of participants.
Table 11 – Sentiment Analysis Findings
Positive Sentiments
Connecting with others
(‘Community Building’)
Implementation of formal
mentoring programmes
Social Support
Overcoming imposter syndrome
and increasing confidence levels
Raising awareness of challenges
and issues
Increasing visibility
Belonging to the organisation
Adaptation of work environment
Building friendships
Increasing motivation to make
changes
Evidence
“Well, I think one of the things that I really enjoyed is the fact
that it has brought together so many people. And I think one of
my overriding feelings going away from the first meeting was just
how many people we had in the room that were leaders and
women and just how fantastic that is.” / “Knowing that there
were BAME women with the same passion as me was just
amazing.”
“I have also really enjoyed being a mentee through the
Network's mentorship scheme. Being mentored has been
awesome - it's so good to hear from people outside of my
department.”
“My experience as an LGBTQ+ staff member at the has been
overwhelmingly positive. Other staff members are very
supportive, (…).”
"Having a huge amount of confidence that actually I'm good at
what I do (through network participation).”
“Raising awareness and visibility can make a significant
difference in ‘tearing down the barriers’ of exclusion and to
encourage an accepting, non-judgemental environment.”
“Fantastic work to date [by the Network], increasing visibility
within the organisation.”
“It is such a worthwhile network to be a part of and that's doing
wonderful things and makes everybody feel like they matter in
and around the hospital.” / “Personally,
I really feel that this is home (professionally and personally)
and can recommend it to anyone!”
“For me personally, I think this handrail has become a massive
help for me to get in and out of work when I park in the disabled
space behind me. Even something as small as a handrail can
really benefit me getting in and out of work”
“I have definitely found a sisterhood in the NHS, amazing women
who I have been able to share challenges and receive support
from, leading to some life-long friends.”
“Having a forum for more presentation, more conversation and
more allyship is a good place to start to tackle these biases or
prejudices.”
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Role modelling
Social inclusion
Involvement / Commitment of
senior management
“It's so nice to see people who are LGBTQ+ in leadership
positions and I think their visibility helps me and other younger
LGBTQ+ folks feel safer being ourselves at work.”
“Being a part of the Network has helped me to feel included here
- you know that there's a team around you and you feel so
welcomed. The Network is a real inspiration.”
“The strength of commitment from 'floor to Board' to create a
positive working environment for our diverse workforce is
palpable.”

Negative Sentiments Evidence

“Discrimination can still be an everyday occurrence, whether in
Discrimination
or out of the workplace”.
"I remember when I was a director in the NHS very recently,
Prejudices going into one predominately male meeting and someone said to
me - I have tea with two sugars please"
“We still need to deal with some stigma that remains in society.
Lack of Education There is a real opportunity to continually improve education
around support for LGBTQ+ people.”
“I still experience people not wishing to engage with me or
Ongoing stereotyping speaking over me in meetings or making comment that are
stereotyping, even if not meant to.”
Sources: NHS Employers (2017b); Brighton and Sussex University Hospitals NHS Trust (2019); University
Hospitals of Morecambe Bay (2019); Healthcare Leader News (2019); The Royal Bournemouth and
Christchurch Hospitals NHS Foundation Trust (2019); London Women’s Leadership Network (2019)

A clear imbalance between positive and negative sentiments was identified. The majority of recorded
sentiments have been positive with regards to network participation. In contrast, the negative
sentiments recorded related to aspects before joining or outside of network boundaries, such as
ongoing discrimination of patients that are not subject to any internal organisational regulations.
However, discrimination, stereotyping and prejudices still remain present within the NHS, despite the
effort of eliminating these through the networks. The reason for this has been found to be a lack of
education of other employees that do not have any touchpoints with the networks and therefore
lack an understanding of the challenges faced by marginalised social identity groups or similarly,
show a significant lack of interaction with nonmajority employees. However, predominately positive
emotional responses were identified that indicate the positive impact of network participation on the
affective component of job satisfaction.

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4.4. Satisfaction Levels before and after Joining:

Members’ confidence levels significantly increased through network participation. With specific
reference to women networks, many participants used the term ‘imposter syndrome’ for describing
their state of emotion before joining the network. The imposter syndrome describes the “collection
of feelings of inadequacy that persist despite evident success” (Corkindale, 2008). Furthermore,
BAME network participants have described their feelings of invisibility as a result of being part of a
minority group in the workplace and further highlighted that discrimination, harassment and bullying
in and outside the workplace are still very much a common experience. However, network
participation provided employees with a space to share experiences and the opportunity for their
collective voices to be heard on the organisational level which resulted in an increase in overall
satisfaction. According to one participant, they have experienced diversity networks as a tool for
calling out unacceptable behaviour on a corporate level.

Similarly, raising awareness of employee’s sexual orientation and the associated challenges faced by
the LGBTQ+ community impact employees’ satisfaction. This is explained through an increased
feeling of acceptance in the workplace which participants have referred to as ‘living like their true
authentic self’ at work contrary to their fear of rejection experienced before. Specifically, one
member has described their workplace as feeling like being professionally and personally at home
and that the network had played a significant part in this. Interestingly, one participant has described
his past experience as ‘being lucky’ to have had mostly positive experiences with regards to their
social identity, which suggests that this has not been the norm. Therefore, an increasing feeling of
acceptance has shown to increase job satisfaction. Furthermore, raising awareness for visible and
invisible disabilities has been another key benefit for disability network participants, despite the vast
majority of findings being based on the appreciation of physical changes to the work environment to
address the needs of individual disabled employees. Additionally, one member specifically points out
that through the network he was able to open up and be honest about his mental health problems
allowing him to receive the needed support.

The findings of the following research questions need to be considered as these also impact the
changes in satisfaction levels of nonmajority employees before and after joining diversity networks.
However, the findings suggest that job satisfaction levels of nonmajority employees increase through
network participation.

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4.5. Impact of diversity network aspects on job satisfaction

4.5.1. Social Support and Job Satisfaction

Network members have identified social support as a key benefit of participating in diversity
networks. However, members of different diversity networks place importance on different types of
social support. For instance, women networks and the multi-identity network tend to equally
prioritise informational and emotional support which is shown by the importance placed on advice
and practical help as well as the building of ‘life-long friendships’ and a ‘sisterhood’. In contrast,
BAME, Disability and LGBTQ+ networks prioritise emotional support over informational support.
Additionally, no evidence for the provision of instrumental social support, for example through
financial support, is found.

Furthermore, participants appreciate connecting with similar others from different departments all
over the organisation that fully understand the struggles and challenges of their social identity.
Participants benefitted through sharing similar past experiences and exchanging perspectives as well
as guidance and informational support. Through network participation, participants from all diversity
networks have stated that their social network has widened, and therefore they have increased their
social ties. Several participants have referred to connecting with others as ‘community building’
which has further given them a sense of belonging to the organisation that did not exist before.

Moreover, the source of social support was primarily identified as collegial support, whereas some
participants receive support from their supervisors to participate in diversity networks. A high
number of participants described their reason to join a network was through the referral of their
immediate colleagues. Particularly noticeable is the participants’ appreciation for connecting and
receiving emotional and informational social support from similar others higher up in the
organisational hierarchy.

4.5.2. Professional development and Job Satisfaction

Increased professional development opportunities have been identified as another key benefit of
joining a diversity network. A majority of network participants have argued that increasing
professional development opportunities is strongly linked with expanding their social network and
increased exposure to similar others that are part of senior management. However, participants
make a clear distinction between professional development and career advancement opportunities.

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With reference to the first, participants of women, BAME, LGBTQ+ and multi-identity networks tend
to highlight the access and increasing awareness of available training and L&D courses. Additionally,
participants of these networks positively evaluated the introduction of formal mentoring
programmes that enabled members to connect with and build closer relationships with other
members. Participants have highlighted that mentors often act as role models and coaches for
aspiring leaders and are not only limited to in-group mentorships. The introduction of formal
reverse-mentoring programmes has increased the exposure and visibility of marginalised social
identities to top management, while simultaneously giving network members the opportunity to
educate and increase the understanding of higher-level management members about the unique
challenges and issues experienced by nonmajority employees. Furthermore, co-mentoring
relationships between women both higher up in the organisational hierarchy developed through
network participation.

With regards to career advancement opportunities, an indirect relationship between network

participation and the provision of career advancement opportunities through increasing confidence
levels and exposure to senior management members was revealed. Through gaining inspiration and
support from similar others within their network, participant have become overall more confident in
themselves and their abilities which has led to the increased motivation of applying to higher-level
positions within the trusts.

4.5.3. Social Inclusion, Inequalities and Discrimination and Job Satisfaction

While the BAME, LGBTQ+ and Disability networks are found to equally prioritise social inclusion,
inequalities and discrimination, the women and multi-identity networks tend to primarily focus on
structural inequalities in relation to the existing glass ceiling.

With regards to social inclusion, previously findings showed that through community building
network participants have gained a feeling of belonging and inclusion in the organisation. For
instance, networks created a safe place for the LGBTQ+ community to be open about their true self
whereas before many struggled to open up about who they are due to their fear of rejection and
isolation. Similarly, one BAME network participant shared their scepticism of joining a network due
to the fear of isolation from the majority. However, all diversity networks are open to allies that
advocate for and support marginalised social identity groups. Nevertheless, ongoing discrimination
against nonmajority employees questions the social inclusion of marginalised social identities on an
organisational level.

Moreover, diversity networks increase the visibility of structural inequalities between the majority

37
and minority workforce. A BAME network participant highlighted that the network has given
nonmajority employees the ability of sharing their collective voice with higher-level management to
‘challenge the

38
trust when things are not going well’. In contrast, according to one LGBTQ+ employee, unequal
treatment is still prominent as they were rejected flexitime and remote working due to not having
any childcare obligations. This indicates the presence of ongoing unequal treatment, and therefore
shows a limited effectiveness of diversity networks in challenging organisational inequalities.
Additionally, participants of one women’s network pointed out that it is still important for women to
be ‘ballsy’ and ‘strong’, suggesting the adaptation of masculine personality traits to enable success.

Despite increasing the visibility of discrimination and prejudices on an organisational level, women,
BAME and LGBTQ+ network members still have negative experiences in relation to their social
identity. Multiple women reported that they are assumed to be ‘tea ladies’ or ‘servers’ when
entering a male- dominated higher-level leadership meeting. Similarly, BAME members highlighted
that they still suffer from racial abuse, while LGBTQ+ participants suffer from isolated experiences of
bullying and harassment. The reason for ongoing discrimination, prejudices and bullying is a lack of
education of the majority workforce, therefore suggesting an indirect relationship of diversity
networks and the elimination of discrimination through education. Furthermore, discrimination from
patients and their relatives could also be observed, therefore further limiting the effectiveness of
diversity networks in eliminating discrimination.

4.6. Differences in Satisfaction levels between diversity networks

The data analysis revealed that not enough information has been found to answer the third research
question of ‘Do satisfaction levels between participants of different types of diversity networks
differ?’ in detail which underlines the complexity of comparing job satisfaction levels between
different employees due to the subjective nature of this concept.

Importantly, participants from all types of diversity networks have shown satisfaction with the
involvement of similar others higher up in the organisational hierarchy. However, increases in
satisfaction levels of nonmajority employees participating in different types of diversity networks are
based on different kinds of provided benefits. For instance, the Disability network has provided
members primarily with social support from similar others and the removal of physical obstacles in
the workplace that suited the needs of individual participants, making their day-to-day work more
manageable, for example through providing coloured rulers for dyslexic employees or the
introduction of handrails that allow for increased mobility. In contrast, the women, BAME and
LGBTQ+ networks provide participants with social support and increased professional development
opportunities. Particularly in the case of LGBTQ+ networks, participants have primarily gained
satisfaction from having found a safe place in which they are accepted for who they are.

39
Despite focusing this research on the internal workplace, it was found that particularly LGBTQ+ and
BAME employees experience ongoing discrimination through patients and their families which
directly impacts overall job satisfaction negatively, whereas women have not shown any indication of
patient discrimination, therefore not obviously affecting their job satisfaction levels.

With regards to the findings discussed above, job satisfaction levels of participants belonging to
different networks relate to the provision of different job characteristics, such as social support,
professional development opportunities or physical workplace changes. Furthermore, participants of
the same diversity network have also appreciated different types of benefits provided by the
network, which indicates differing job satisfaction levels within the same network.

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4.7. Introduction of Conceptual Framework

Based on the findings discussed above a conceptual framework visualising the relationship of
diversity networks and job satisfaction of nonmajority employees in the healthcare setting has been
created (Figure 1).
Figure 1 – A Conceptual Framework of the Relationship between Diversity Networks and Job
Satisfaction of Marginalised Social Identity Employees

41
The framework highlights the aspects and benefits provided by diversity networks that directly or
indirectly impact the overall job satisfaction of marginalised social identity groups. Social support,
professional development opportunities, confidence, awareness, employee voice and visibility have a
positive impact on job satisfaction of participants from all types of diversity networks. The
involvement of senior management in networks moderates the strength of these relationships.
Additionally, confidence mediates the relationship of network participation and career advancement
as participants become more confident in their own abilities and skills which resulted in an increased
motivation to apply to higher level positions. The removal of physical obstacles and acceptance are
benefits provided by Disability and LGBTQ+ networks respectively and further impact participants’
job satisfaction.

Furthermore, it was found that diversity networks have only a limited impact on increasing social
inclusion, eliminating structural inequalities and fighting discrimination/harassment and bullying/
prejudices. The participants may feel included by being part of a network with similar others,
however full social inclusion was limited by the existent unequal treatment that prevails in the NHS,
such as unequal promotion opportunities or discriminatory work-life balance policies. Therefore, job
satisfaction may or may not increase based on these aspects which is shown in the framework.
Education on challenges faced by marginalised social identities moderates the relationship between
diversity networks and discrimination. Raising awareness on the challenges and educating the
majority workforce on the issues experienced by marginalised social identities have been found to
increase mutual understanding that can reduce perceived discrimination in the workplace.
Therefore, this may result in increased job satisfaction.

4.8. Conclusion

This chapter presented the data analysis findings of this dissertation. Through conducting a thematic
analysis, a total of eight final themes were identified relevant to investigating the relationship of
diversity networks and job satisfaction. The sentiment analysis revealed an imbalance of positive and
negative sentiments identified in the research data, showing a majority of positive emotional
responses to diversity networks which positively impacted job satisfaction after joining a network.
Furthermore, aspects like social support and professional development were found to have a positive
impact on job satisfaction, whereas a limited impact of diversity networks on social inclusion,
structural inequalities and discrimination/prejudices/harassment was found. Additionally, difficulties
in comparing job satisfaction levels between participants of different diversity networks was
detected, underlining the subjective nature of the concept. However, job satisfaction of different
diversity network members has been affected by different network benefits. Lastly, a conceptual
42
framework based on the research findings is presented.

43
5.0. Discussion
In this study, certain benefits provided by diversity networks have been confirmed to positively
impact job satisfaction of nonmajority employees in the NHS. Therefore, an indirect positive
relationship between network participation and job satisfaction was established which is mediated
by provided network benefits. However, findings also suggest limited effectiveness in providing full
social inclusion, removing structural inequalities, and eliminating discrimination.

5.1. Effects of Network Participation

This study revealed an overall positive impact of joining a diversity network on job satisfaction of
marginalised social identity groups working in the healthcare sector. This finding supports previous
research studies on the relationship between social networks and job satisfaction (Hurlbert, 1991;
Yang, et al., 2009) which argue that the changing interpersonal environment of individuals facilitated
through networks affects job satisfaction. However, considering job satisfaction literature,
satisfaction levels depend on what participants are looking for and expecting of their network
participation and making an evaluative judgement of whether the network meets these expectations
(Bakotic and Babic, 2013). Therefore, this leaves space for possible disappointment, which was not
observed in this study as participants most prominent expectations of social support and professional
development were met.

Furthermore, this study supports Friedman and Craig’s study (2004) which identified the expected
benefits associated with joining as the primary driving force for engaging in a diversity network,
however, further added that for some employees the motivation for joining increased through
colleague or supervisor recommendation. A possible explanation for this may be that some
nonmajority employees lack an understanding of the usefulness of participating in a network due to
drawing more attention to their differences that have been the source of negative workplace
experiences. This is supported by McFadden and Crowley-Henry’s study (2018) in which the fear of
increased stigmatisation, discrimination or negative career consequences was holding LGBTQ+
employees back from participating. However, realising that participation is accepted and encouraged
by colleagues or supervisors belonging to the majority workforce could eliminate these worries.

Moreover, an increase in employee voice was identified as a key benefit after joining a network that
influenced participants’ job satisfaction. Several research studies have confirmed the positive
relationship between employee voice and job satisfaction (e.g. Alfayad and Arif, 2017). For example,
Holland et al. (2011) found that direct employee voice is positively related to greater job satisfaction
in an Australian research context. Being able to communicate their views on specific organisational

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matters and sharing the unique issues and challenges experienced in the workplace with members of
the majority workforce, and particularly with senior management, may allow the development of
open and trusting relationships between nonmajority employees and their employers (CIPD, 2020).
Therefore, this may affect the feelings of belonging, being valued, and being accepted in the
workplace, which previously has been linked to higher job satisfaction in the public sector (Simpkin et
al., 2019). Importantly, being accepted for who you are can positively impact minority employees’
level of openness about their identity. Especially employees with hidden marginalised social
identities (e.g. sexual orientation) will be more encouraged to open up about their true self, which
can be a relieving experience.

5.2. Diversity Network Benefits

5.2.1. Social Support

Social support has been identified as a key benefit that mediates the relationship between diversity
networks and job satisfaction of minority employees in the NHS. This finding supports previous
research that discovered a positive impact of social support on job satisfaction (e.g. Almeida et al.,
2019). However, contrary to previous research, this study has made a distinction between the type of
social support that influences job satisfaction.

BAME, LGBTQ+ and Disability network participants placed high importance on emotional support,
while women network participants placed an equal level of importance on informational and
emotional support. This could be because of the female-dominated NHS workforce (NHS Employers,
2019) that provides women with access to a wider social network of similar others supporting the
development of informal support networks and friendships that are positively impacting job
satisfaction. Therefore, the need for informational support that helps advance women’s career and
breaks the still existing glass ceiling (Ly, 2010) may be higher when participating (Dennissen,
Benschop and Van der Brink, 2016). However, emotional support in the form of reassurance to
overcome self- doubts and increase confidence plays a major role in increasing job satisfaction of
women. Additionally, in line with previous research (e.g. Colgan and McKearney, 2012), participants
of other marginalised social identity groups value sharing similar experiences and connecting with
similar others over informational support as this ultimately reduces their isolation in the workplace
and enables community-building across the organisation that increases the sense of belonging and
job satisfaction. This opinion is supported by Yang et al. (2012) who found that across-ward
connections and friendships positively impact nurses’ job satisfaction.

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Furthermore, contrary to Cortese, Colombo and Ghislieri ‘s study (2010) which found no significant
impact of collegial support on job satisfaction, the main source of social support within diversity
networks is identified as co-worker support, therefore supporting Bailey, Wolfe and Wolfe’s study
(1996) that discovered a positive relationship between collegial support and job satisfaction. This
may be because of having similar experiences and fully understanding the challenges in the
workplace, whereas supervisors, that often do not share the same social identity, may not have that
understanding to help and support their subordinates. Interestingly, the level within the
organisational hierarchy influences the strength of satisfaction associated with social support. Job
satisfaction is found to be higher when similar others in senior management positions are involved,
therefore agreeing with Friedman and Holtom’s study (2002) which found reduced turnover levels of
minority employees due to higher satisfaction as a result of executive involvement. This may be due
to increasing the individual’s visibility in the organisation, while simultaneously increasing the
credibility of a network on the leadership level.

5.2.2. Professional Development

In line with previous studies (e.g. Friedman, Cane and Cornfield, 1998) that established a positive
relationship between network participation and career advancement, this study further contributes a
new insight by showing how network participants have vocalised their appreciation for professional
development opportunities (i.e. mentoring, training courses) and personal development (i.e.
increases in confidence) that could both lead to career advancement. However, similar to Dennissen,
Benschop and Van den Brink’s findings (2016), this study revealed that women remain individually
responsible for their career by overcoming their own self-doubt that was holding them back from
advancing. Therefore, the organisational leadership norm remains unchanged as women change and
adapt their behaviour to match their male counterparts. However, this study found that BAME,
LGBTQ+ and disability networks rather blame the lack of education of the majority workforce for
ongoing discrimination and cultural barriers for impeding their upward career mobility (Flores and
Combs, 2013).

Furthermore, in line with Allen et al.’s finding (2004), mentoring has been found to increase
satisfaction of participants. The study revealed a special appreciation of network participants for the
development of formal and informal mentoring relationships within the network. This may be due to
the close similarity of mentee and mentor that has been previously found to increase satisfaction for
both involved (Ensher and Murphy, 1997; Ragins and Kram, 2007). In addition, contrary to Rubens
and Halperin’s study (1996) which found that low numbers of women in executive ranks limit the
mentoring options for women in healthcare, this study found that women networks do not only

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allow

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aspiring women leaders to form mentoring relationships with current women leaders but also enable
current leaders to enter co-mentoring relationships, increasing the mentoring options for women
available in the NHS. Interestingly, as job satisfaction depends on whether the mentoring relationship
provides the mentee with what they are looking for, findings suggest that women in networks are
increasingly looking for career support, contrary to previous research that found that women are
more satisfied with mentors who provide psychosocial support (Ortiz-Walters, Eddleston and
Simione, 2010). However, psychosocial support of mentors has been particularly valued by BAME,
LGBTQ+, and Disability network participants.

5.2.3. Social Inclusion, Structural Inequalities and Discrimination

In this study, a limited impact of diversity networks on social inclusion, structural inequalities and
discrimination has been found, influencing the relationship between the networks and job
satisfaction. These findings are in accordance with other research studies that criticise the diversity
network’s lack of effectiveness in fully eliminating discrimination (Friedman, Crane and Cornfield,
1998) and inequality (Friedman, 1996).

The findings suggest different degrees of social inclusion provided by different types of diversity
networks. This is supported by Dennissen, Benschop and Van den Brink’s study (2016) which found
that LGBTQ+ and BAME networks restrict inclusion to belongingness while the disability network
challenges underlying structures and showcases the differences of their members. It is found that all
networks increase participants feeling of inclusion through becoming part of a community of similar
others, however, fully inclusive organisations do not only provide employees with belongingness and
increasing employee voice, but also allows access to information, an influence in decision-making
and full expression of their identity at work (Janssens and Zanoni, 2014). However, as gender
prejudices and discrimination against racial and sexual minorities is an ongoing problem in the NHS,
belongingness does not guarantee the full social inclusion of marginalised social identities.
Nevertheless, from an individual perspective, if individual members feel included through network
participation and the feeling of belonging meets their expectation, then this could positively impact
job satisfaction.

Furthermore, a diversity network’s ability to challenge structural inequalities varies according to the
type of network and increasing employee voice and visibility does not necessarily result in equality,
which could be observed in the case of an LGBTQ+ employee being rejected flexitime. This is
supported by Dennissen, Benschop and Van den Brink’s study (2016) which claims that when
structural inequalities go unchallenged, diversity network’s impact on equality remains limited.
However,
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vocalising issues and challenges opens up the possibility for change (Meyerson and Fletcher, 2000)
that could eventually help achieve equality and increase job satisfaction. Nonetheless, a network’s
lack of effectiveness in challenging existing structural inequalities may negatively impact job
satisfaction if members attach high importance to the enabling of positive organisational changes as
a result of participation. On the other hand, this lack of effectiveness may not be relevant to other
participants if they perceive other network benefits as more important, thus not impacting their job
satisfaction.

5.3. Differences in Satisfaction Levels

Unlike most earlier studies on job satisfaction that used quantitative numerical data to compare job
satisfaction between healthcare employees (e.g. Ai-Hong, Nafisah and Rahim, 2012; Gu and Itoh,
2019), this study used qualitative data to give a deeper insight into how satisfaction levels are
impacted by participating in diversity networks, making comparisons across networks more difficult.
Until today, only a few studies used qualitative or mixed-method research designs to assess job
satisfaction in the healthcare sector (e.g. Hamid, et al., 2014; Batura, et al., 2016).

By using the interactive approach to job satisfaction, which argues that job satisfaction is a product of
the interaction between job characteristics and dispositional factors that affect an individual’s
expectation (Pink-Harper, Burnside and Davis, 2017), this study was unable to identify which type of
diversity network had the strongest impact on participants’ job satisfaction. Satisfaction did not only
depend on whether certain benefits were given but also on what the participant was looking for and
expecting from network participation. This finding supports Poggi’s study (2008) who claimed that if
an employee has high expectations of certain benefits provided and these expectations are not met,
then this will have a strong effect on reducing job satisfaction. Whereas, when an employee has
lower expectations which are easier to fulfil, this will result in increased job satisfaction. Therefore,
comparing satisfaction levels between diversity network types remains difficult as employees may
value and expect different benefits.

Additionally, this study found that participants in the same and different diversity networks
appreciated different types of benefits provided through participation. As some networks were
found to be more career-oriented, while other networks focused on providing social support to
combat isolation, which is similar to Dennissen, Benschop and Van den Brink’s findings (2016), the
satisfaction of participants is based on different job characteristics. For example, the satisfaction of
disabled participants was based on physical workplace adaptations to increase mobility around the
workplace. So, depending on how much a participant values the given benefit of the corresponding

49
network, the higher was his or her satisfaction with the network and therefore overall in the
workplace.

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6.0. Conclusion

Overall, the aim of this study was to investigate the relationship between diversity networks and job
satisfaction of nonmajority employees in the UK healthcare sector. Based on the findings, this study
proposes a conceptual framework that draws the following conclusions. Firstly, according to the
thematic analysis, diversity networks provide nonmajority employees with a variety of benefits that
can increase their overall job satisfaction in the workplace when joining a network. Secondly, based
on the sentiment analysis, especially social support (i.e. emotional and informational support) and
professional development opportunities (i.e. training, mentoring) are significant benefits that are
found to be highly valued by network participants. However, while proven beneficial and effective on
an individual- and group level, diversity networks have been found to lack effectiveness in
challenging and fully eliminating structural inequalities and discrimination on an organisational level
in the NHS.

6.1. Theoretical and Practical Implications

While job satisfaction has attracted great attention of scholars, this study makes a valuable
contribution to the academic field by adding insightful knowledge to the existing but limited
literature on diversity networks through using a qualitative research design. As previously
mentioned, diversity network studies predominately focused on the US or other European research
contexts, therefore considerably lacking insight in a UK context. Additionally, only very few studies
investigated diversity networks in the public sector, none of which focused on the healthcare sector
specifically. Therefore, this dissertation has helped to fill this research gap. Furthermore, by
simultaneously including multiple marginalised social identity groups, it was shown that the
significance of different network benefits varies between groups. This suggests that expectations of
network benefits are closely tied to the unique challenges these groups have experienced in the
workplace, and hence support current literature on job satisfaction that describes varying levels of
job satisfaction as a result of making an evaluative judgement of one’s expectations against actual
job outcomes (Arekar, et al. 2016; Wanous, et al. 1992; Maden, Ozcelik and Kraracay, 2016).
Additionally, the proposed conceptual framework that visualises the findings of the never-before-
studied relationship between diversity networks and job satisfaction of nonmajority employees in a
healthcare setting allows for deeper quality insights into this field of study showing the impacts on an
individual, group, and organisational level.

With regards to the practical implications, this study enables healthcare senior management to

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recognise the positive organisational value of diversity networks. Based on the research results, the
implementation of diversity networks can result in higher employee engagement and motivation

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through improving the subjective well-being, the sense of belonging and the overall job satisfaction
of marginalised social identities in the NHS. Thus, diversity networks could positively impact
retention levels in the NHS, which is highly important as the NHS’ labour demand significantly
exceeds the labour supply, resulting in a serious labour shortage (Marangozov, Williams and Buchan,
2016). Increasing the visibility of diverse employee groups can improve the overall understanding of
their unique challenges in the workplace that allows the organisation to adapt to their specific needs.
However, this study also shows that simply establishing diversity networks does not necessarily result
in equal treatment of all employee groups across an organisation as underlying structural inequalities
and ongoing discrimination remain still an everyday problem experienced by nonmajority employees
in the NHS as evidenced by rejection of flexitime for an LGBTQ+ staff member due to not having any
childcare obligations. Therefore, only when all types of diversity networks are able to challenge
organisational processes and the prevailing majority culture, full social inclusion and equality can be
achieved.

6.2. Recommendations

Considering the results of this research, diversity networks were found to significantly lack
effectiveness in enabling organisational change despite offering numerous benefits on an individual
and group level. In order to increase the effectiveness on all levels, the following recommendations
are proposed.

Firstly, by setting a clear mission and detailed goals, networks can demonstrate that they are more
than just a social club that organise networking events for underrepresented groups in the
healthcare sector. Showing that their planned actions could positively impact the organisation, for
example by striving for the implementation of fair promotion systems or recruitment policies that
increase the organisation’s reputation as an inclusive employer, as well as boost employee
engagement and increase diverse talent attraction and retention, diversity networks can showcase
the business case to encourage top management support and sponsorship.

Secondly, despite increasing employee voice, diversity networks do not necessarily have the power
to influence business decisions and organisational processes (Dennissen, Benschop and Van den
Brink, 2016). Therefore, it is recommended to implement open communication channels between
diversity networks, HR and senior management that encourage a continuous, regular and honest
exchange. This would allow the consultation and consideration of the unique perspective of
marginalised social identities when making important business decisions, therefore reducing
majority-group biases and increasing overall transparency and trust of minority groups in healthcare

53
organisations.

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Thirdly, to avoid operating in their own silos, healthcare organisations should encourage diversity
networks to collaborate with each other. While for most diversity networks the main aim is to create
a safe space for their members, the ultimate goal is to develop a fully inclusive organisational culture
that accepts, respects and treats all social identities equally (Welbourne, Rolf and Schlachter, 2017).
Therefore, network collaboration may not only increase the social network and social ties of
individual members outside of their network, but also intensify the pressure on the organisation’s
management team to change current organisational processes and structures to equally account for
the needs of the majority and minority workforce.

Lastly, as discrimination, harassment and bullying is an on-going problem in the NHS, healthcare
institutions should implement workshops, seminars and awareness campaigns targeted towards the
majority workforce across the organisation to educate employees on the unique challenges
experienced by marginalised social identities. As discrimination is often associated with a learned
behaviour, these training programmes will allow the sensitisation of the majority workforce to
become more aware of their behaviour towards others which can potentially lead to reduced
discrimination in the workplace (Bobek, et al., 2018). Additionally, senior leaders should act as role
models who demonstrate ethical behaviour which their subordinates may be inspired to copy and
display in the workplace (Taylor and Pattie, 2014). Therefore, healthcare organisations should
implement effective leadership development programmes that enhance ethical behaviour among
leaders who subsequently will be able to transmit this behaviour to their subordinates (Odeh, et al.,
2017:122). To even further reduce these negative experiences, a reporting system that allows
employees to confidentially report incidences in relation to discriminatory behaviour, harassment
and bullying, combined with a formal investigation process that examines individual cases and
ensures prompt corrective actions should be implemented.

6.3. Limitations and Future Research

Although making a valuable contribution to the research on diversity networks, this study is subject
to several limitations. Firstly, using a qualitative research design resulted in the research quality being
heavily dependent on the author’s skills to interpret the research data, hence resulting in the
potential inclusion of personal biases (Anderson, 2010). For instance, biases may be included when
interpreting whether and to what extent certain benefits of diversity networks impact participants’
job satisfaction. Additionally, despite allowing for an in-depth analysis in the healthcare sector, the
results may be difficult to generalise across different industries, as the healthcare sector represents a
unique work environment that can be characterised by high emotional stress. However, future

55
research could use

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the propose conceptual framework to investigate the relationship between
diversity networks and job satisfaction in other industries. Similarly, to increase the
generalisation of research findings and strengthen the research conclusions, future
research could use a mixed-method research design that incorporates the
advantages of the qualitative and quantitative research methods.

Furthermore, the use of secondary data which was originally collected for other
purposes (Boslaugh, 2007:4) may not be ideal for the given research context and
questions. Especially the sample selection (i.e. interviews, podcasts, newspapers)
from online sources primarily focused on the experience of network leadership
members and highly engaged participants for the purpose of attracting new
members and showcasing network achievement and benefits. Yet, other members
of diversity networks may have other network experiences. Therefore, future
studies could use primary data that is collected from a broader range of members
to give a more accurate and fuller picture of network experiences and how these
impact their overall satisfaction in the workplace.

Lastly, as the chosen diversity networks (except one) focused on one single identity
category, this study failed to account for multiple intersecting identities within
networks. Therefore, this study disregards the possible impacts of heterogeneity
within single identity networks leaving considerable room for future research to
adopt an intersectionality approach to the study of diversity networks as a DM
practice.

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