How social class shapes thoughts and actions in organizations

This chapter presents the premise that social class is a potent, robust, and distinct predictor of how people think and act in organizations. Drawing on theories of social cognition, I define social class as a dimension of the self that is rooted in objective material resources (via income, education, and occupational prestige) and corresponding subjective perceptions of rank vis-avis others. Informed by demonstrations of the psychological effects of social class. I describe how social class may shape behavior in three illustrative domains of organizational life: social relationships, morality, and judgment and decision-making. I document objective and subjective measures of social class to guide research on its effects. I conclude by discussing the risks and benefits of investigating the social class of organization members, and the potential costs for organizations and researchers who ignore social class. (C) 2011 Elsevier Ltd. All rights reserved.