Structured evaluation processes are associated with higher levels of employee belonging

In both a field study (N = 28,064) and a preregistered vignette experiment (N = 800), we find that more perceived structure in evaluation processes is associated with higher levels of belonging for employees. More structured evaluation processes increase perceptions of procedural justice and of genuine commitment to diversity, equity, and inclusion-both of which are tied to a greater sense of belonging. Managerial status moderates this relationship: managers report a greater sense of belonging than non-managers in organizations with less structured evaluations, but the gap between managers' and non-managers' sense of belonging narrows in organizations with more structured evaluations. However, more structured evaluation processes also reduce managers' feelings of autonomy, suggesting that more structure is not unequivocally better. Our findings highlight the importance of perceptions of fairness and of organizational commitment to diversity, equity, and inclusion efforts in driving employees' sense of belonging. Practically, organizations may want to invest in more structured evaluation processes to boost sense of belonging, while recognizing that the benefits of doing so may be largest for non-managerial employees.