Valence for Representation-Enhancing Organizational Change: A Driver of Active Representation Beyond Bureaucrat-Client Social Identity Match

Abstract

When bureaucrats perceive workforce policies aimed at increasing the representation of marginalized groups as valuable and necessary—an attitude referred to as ‘change valence’—they are more likely to actively represent those groups’ needs, aligning with the intended goals of these organizational changes. This argument opens new avenues for encouraging majority-group bureaucrats to engage in active representation, as they may develop a valence for representation-increasing organizational change via various factors such as leadership, education, or cultural reforms. For its empirical test, this study analyzed a recent high-profile policy initiative within the South Korean National Police, which significantly increased the hiring of female officers. Results from structural equation modeling revealed that officers’ valence for this organizational change was positively associated with active gender representation—reflected in their greater tendency to assess women's sexual assault accusations as credible—among both female and male officers. Furthermore, female officers exhibited higher valence toward this organizational change, suggesting that change valence mediated the transition from passive to active representation. This study highlights an important driver of active representation that extends beyond bureaucrat-client social identity match.