Employee support is a key factor in creating more welcoming and accepting work environments for lesbian, gay, bisexual, and transgender (LGBT) individuals in sport. As such, organizations need to understand what factors encourage employees to display attitudes and behaviors that support inclusion. Thus, the purpose of my dissertation was to advance the literature by examining antecedents and outcomes related to employee support for LGBT inclusion and equality in the workplace. In Study 1, I provide LGBT employees the opportunity to share their perceptions of support for LGBT inclusion, particularly how the attitudes and behaviors of their coworkers foster or inhibit acceptance in the workplace. Results indicate that various micro-level (demographics, personality, experiences with LGBT individuals) and meso-level factors (organizational culture for diversity, support of relevant others) influenced the level of employee support for LGBT inclusive policies. Furthermore, power meaningfully influenced these dynamics, such that individuals in low status positions within the athletic department were hesitant to show support for LGBT equality. However, those who did champion LGBT inclusive initiatives successfully modeled supportive behaviors and positive attitudes toward LGBT individuals, vocally opposed discriminatory treatment, and provided sexual minorities with a safe space at work. In Study 2, I develop a multilevel model that addresses factors at the macro-level (i.e., mass media, inclusive community), meso-level (i.e., sexual orientation diversity, presence of other allies), and micro-level (i.e., personality, personal values, attitudes toward LGBT individuals, contact with LGBT individuals) that influence ally support. In addition, I differentiate between attitudinal and behavioral support for LGBT equality, and discuss various factors that may encourage allies to engage in more active ally behaviors. In Study 3, I drew from the multilevel model to examine how micro-, meso-, and macro-level factors influence attitudinal support for sexual LGBT inclusion among sport employees, and determine if these attitudes affect behavioral support for LGBT inclusion in the workplace. The results from the study offered support that multilevel factors relate to support for LGBT inclusion. Specifically, sex, supervisor support, and typed of media consumed were related to attitudinal support for LGBT inclusion, and these attitudes positively associated with championing behaviors.

This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed. / Conclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change. / Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes.

Successful implementation of organizational redesign depends on the support of employees at all levels of the organization. This study looked at some of the factors that are related to employee support for organizational redesign. Subjects (82 support staff members of a small manufacturing plant undergoing organizational change) were administered a survey which measured employee perceptions about the change management process and the disruption the change caused to their daily routine. Eleven variables were assessed as independent variables in terms of their relationship to the dependent variable which was employee support of the organizational change. All eleven variables were significantly related to the dependent variable. The implications of these results and issues for further research was discussed.