Tian Wang

Calls for complementing, modifying and ‘decolonising’ the conceptualisation and implementation of Diversity Education (e.g. multicultural, intercultural, and/or social justice education) are currently being heard in the ‘West’. This paper explores some of the characteristics and benefits of Chinese Minzu Education as a potential addition to the field. Our starting point is that Chinese education is often misrepresented and that knowledge about diversity in China (which includes, amongst others, minority groups and Han people), and especially about how people are educated for and through it, is scarce and negatively evaluated in the ‘West’. Taking a university specialising in Minzu studies as a case study (which should not be generalized to other Minzu institutions), we problematise formal and informal aspects of Minzu education that could be inspiring to, e.g. interculturalists and multiculturalists in ‘Western’ education. Fieldwork notes, student interviews about Minzu education and models of Minzu Diversity Learning co-constructed by Minzu students, illustrate the characteristics of Minzu education in higher education. The paper ends on a call for exploring other ‘unknown’ perspectives on diversity in education emerging from the so-called peripheries of the ‘West’.

Contingent reinforcement behavior is generally regarded as one of the key elements of being a “good” leader, yet the question of what happens when this behavior is absent has received little attention in past empirical research. Drawing upon self-regulation theory, we develop and test a model that specifies the effects of leader reward omission on employes’ deviant behavior. Using the data of 230 workers from two manufacturing companies located in South China collected across three time points, we find that leader reward omission is positively associated with deviant behavior. Moreover, the indirect effects of leader reward omission on employes’ deviant behavior are mediated by moral disengagement. Our study also reveals that Machiavellianism can aggravate the positive effect of leader reward omission on moral disengagement, and subsequently exacerbate the indirect effect on employes’ deviant behavior. Taken together, our findings reveal the consequences of leader reward omission, and the importance of examining subordinate self-regulation under the lack of positive reinforcement.