Key Takeaways from the Research Article: Examining the Intersection of Gender and Race in Employee Engagement

The article “Examining the Intersection of Gender and Race in Employee Engagement” by Dr. Jonathan Westover and Dr. Maureen Andrade explores how employee engagement varies across different gender and racial groups. Using survey data from over 5,000 employees, the study compares engagement levels and predictors of engagement among White males, White females, males of color, and females of color. 

The literature review indicates that prior research has reported mixed findings regarding racial and gender differences in employee engagement. However, it consistently highlights that the factors influencing engagement vary across gender and racial groups. Overall, the evidence suggests that women and racial minorities generally experience fewer positive workplace conditions compared to White male employees. In some cases, these experiences lead to lower engagement levels, while in others, employees remain engaged despite these challenges.  

Additional research also shows that employees from minority backgrounds report lower engagement than their White counterparts. Furthermore, both women and racial minorities continue to face persistent workplace barriers, including discrimination, lower wages, limited advancement opportunities, conflict, insufficient support, and a lack of belonging. However, previous research suggests that these issues can be mitigated through changes in organizational culture and structure (Casad et al., 2018; Field et al., 2023; Ryan, 2022; Saks, 2022). 

Key Findings  

• Men report higher engagement than women overall, and this engagement gap is even larger among employees of color. 

• Engagement drivers differ across gender and racial groups. While some predictors are common across all employees (e.g., knowing role expectations), others vary meaningfully. For instance, having a best friend at work predicts engagement for White women but not for women of color. 

• Regression models show different explanatory power across demographic groups. Engagement is more predictable for men of color than for women of color, indicating different workplace dynamics.

• The study’s findings challenge “one-size-fits-all” engagement strategies and emphasize the need for an intersectional lens, recognizing how gender and race together shape workplace experience. 

• The research highlights “worker activation” (purpose, belonging, leadership identity, and commitment) as central to engagement. Suggesting engagement depends heavily on empowering cultures, not just meeting basic needs. 

 

Implication and Recommendation for Organizations and Workers 

• Organizations should not use one-size-fits-all engagement strategies. Instead, they need to analyze engagement data by gender and race to identify inequities and tailor approaches for different groups. 

• Engagement efforts should prioritize “worker activation.” This means building purpose, belonging, leadership confidence, and organizational commitment—not just meeting basic job needs. 

• Holistic engagement strategies work best. Organizations should combine activation-focused strategies with traditional supports like resources, teamwork, growth opportunities, and fair structures. 

• Leadership and HR must be intentional and ongoing. Sustained, intersectional, and inclusive efforts are needed to build equitable engagement cultures. 

• Employees also play a role. Workers should seek supportive environments, mentors, growth opportunities, and relationships that strengthen engagement and well-being. 

• Long-term benefit: When organizations commit to intersectional, activation-oriented engagement practices, they are more likely to build equitable, inclusive, high-performing, and sustainable workplaces.

Conclusion 

The study shows that employee engagement is shaped by the intersection of gender and race, with notable engagement gaps—especially between men and women of color. While some engagement drivers are universal, many differ across demographic groups, meaning organizations should avoid one-size-fits-all approaches and instead design identity-responsive strategies. The findings emphasize the importance of “worker activation,” including purpose, belonging, leadership efficacy, and commitment, supported through empowering and inclusive organizational cultures. The study calls for further research and encourages practitioners to use an intersectional lens to create equitable, engaged, and high-performing workplaces. 

Full Article  

Westover, J. H., & Andrade, M. S. (2025). Examining the intersection of gender and race in employee engagement. American Journal of Management, 25(3). 1–20.

 Link to Publication