Questions
HRM 3014: Contemporary Issues in Managing a Workforce
Lecture 10:
Psychological Bases of Discrimination and Exclusion
Learning objectives for today
To define discrimination, exclusion, and inclusion in the workplace
To examine psychological concepts and theories that help to explain discrimination and exclusion in organisations
To identify some work-related outcomes of being demographically dissimilar to others in an organisation
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What is diversity?
Social categories protected against discrimination by EU legislation:
Gender and gender identity
Age
Race
Sexual orientation
Disability
Religion
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Division/
Dept./
Unit/
Group
Source: L Gardenswartz and A Rowe, Diverse Teams
at Work: Capitalizing on the Power of Diversity (New
York: McGraw-Hill, 1994), p. 33
Social class
The four layers of diversity
Personality
Functional Level/
Classification
Geographic Location
Age
Work
Location
Seniority
Work
Content/
Field
Mgmt.
Status
Marital
Status
Parental
Status
Appearance
Educational
Background
Work
Experience
Race
Income
Personal
Habits
Religion
Recreational
Habits
Ethnicity
Physical
Ability
Sexual
Orientation
Union
Affiliation
Gender
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Snapshot of diversity in the UK
Women comprise 48% of workforce
70% of women with dependent children employed
Gendered occupations, glass ceiling
Non-white minority ethnic people are 8.7% of workforce
Disproportionately found in lower-skilled, lower-grade jobs
Under-represented in senior mgt in large organisations
People with disabilities over-represented in low-skilled,
low-status jobs
People aged 50+ more likely to be long-term unemployed
Less likely to receive training at work
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Why these inequalities?
Common arguments:
Differences in employment outcomes due to differences in individual merit, preferences, and choices
e.g., women prefer work-life balance to high-level positions with long hours
Disadvantaged groups have less human capital
Fewer skills, less education & experience
e.g., women and minorities lack confidence, aren’t good at networking or self-promotion
Is this the case?
Differences in employment outcomes due to actions of organisations and individuals within organisations
Not inevitable, not unsolvable
Different preferences & choices – has implications for policy
Sometimes argued that women don’t want to take on certain roles because they’d prefer shorter work hours or more flexibility in order to look after their children or other family members
Is there any point in trying to get more women up to senior managerial or executive level if they aren’t interested in having positions with long hours or heavy responsibility?
If we believe that competition is fair and that the best worker will receive the best outcomes, then we might ask ourselves, why create policies to help groups of people who don’t perform well?
The issue here is that these explanations assume that everyone has free choice
If we take the example of women choosing to go into lower-paid, lower-status jobs in order to have a better work-life balance
We’re not taking into account the fact that women are generally expected to take on primary responsibility for childcare and family commitments
It’s framed as a choice, but when most high-paid, high-status jobs require long hours and have very little flexibility, then the ‘choice’ gets reduced to, don’t have a family, or don’t have a high-powered job
The perspective of choice and preference is taken from the point of view of the dominant majority
In this country, that would be white, heterosexual men
Who have traditionally had wives at home who run the household and look after the children and the elderly relatives
So the men have been free to go to work and spend 12 hour days in the office
As a result, the employment and career patterns of these men are taken as the norm
This is what it means to be a good worker
This is what it looks like to have a successful career
This is the standard against which women are judged – or anyone who doesn’t fit into this mold
If you can’t work long hours because of family responsibilities, then you have to expect that you’ll face career penalties
There’s never any discussion about how normal the norm really is
And whether it would make sense to change the standard, given that women are now nearly half the workforce
If we look at the capitalist competition argument, research tells us that the ‘winners’ and ‘losers’ aren’t distributed evenly throughout the labour force
The ‘losers’ tend to be concentrated in certain segments of the populations – women, ethnic minorities, disabled people, older people
Okay, maybe that’s because of the human capital explanation
If women and minorities aren’t as highly educated and don’t have the same levels of skills and job experience as the majority, then it makes sense that they’re clustered in lower paid positions
So if we ensure fair access to education and training, then everyone will be on a level playing field and these inequalities will disappear
But research shows that even when you take different levels of education, skills and experience into account, there are still large inequalities in employment outcomes for minority groups
So there’s something else going on here
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Discrimination vs. exclusion
Overt, blatant discrimination:
- Denying jobs, promotions explicitly due to sex, race/ethnicity, sexual orientation, age, religion, disability
- e.g., “X is inferior because s/he’s not white”
- Now socially unacceptable
Covert, subtle discrimination (exclusion):
- Avoiding members of other groups
- Lack of friendliness, closed body language
- Lack of helping behaviours given to members of other groups
What are the repercussions for workers experiencing exclusion?
An example of exclusion
(non-workplace)
Inclusion
Creating processes to enable and value the participation of all employees - no matter what their background – so that they can contribute fully to the organisation
Relational demography
Basic premise: People compare themselves to their social unit to see if they’re similar or dissimilar
Degree of (dis)similarity will affect people’s work-related attitudes & behaviours
- Being different can have negative impact
Various interrelated theories:
- Similarity-attraction paradigm
- Attraction-selection-attrition
model - Social identity /
self-categorisation theories - Tokenism hypothesis
Stereotypes
Generalisations about social category groups
- Provide both description & meaning
- Positive or negative
- “cognitive shortcut”
Formation:
- Easier when clearly visible and/or consistent attribute
can be recognised - Attention theory: majority groups demand more attention, so we learn about them first
- Learning about minority groups is focused on differentiating them from majority
- Subject to confirmation bias
Reading list: See Roberson & Kulik (2007) for an explanation of ‘stereotype threat’ and how managers can reduce it
Similarity-attraction paradigm
Attitudes, values, beliefs, physical attributes
Provides validation, promotes positive feelings
Being similar facilitates interaction and communication
Research support: female employees & turnover (Elvira & Cohen, 2001); dissimilarity in attitudes, education, lifestyle lower perceived ‘fit’ (Kirchmeyer, 1995)
(Byrne, 1971)
Homophily: we like people who are like us
Attraction-selection-attrition (ASA) framework
Self-selection based on ‘fit’
Maintenance of homogeneity
Exclusion from informal relationships in organisation:
social networks
friendships
mentoring
(Schneider, 1987)
Social identity /
Self-categorisation theory
We define ourselves, and are defined by others, as a member of a social category.
(Tajfel & Turner, 1979; Hogg & Terry, 2000)
We are attracted to esteem-enhancing groups.
Membership in social categories influences…
How we perceive ourselves
How others perceive us
More on social identity /
self-categorisation
Our own group is the ‘in-group’.
Other groups are ‘out-groups’.
Positive vs. negative
Reduces uncertainty, maintains self-esteem
Out-groups are subject to negative stereotypes.
Time and shared experience can foster re-categorisation
Reduces reliance on stereotypes
Tokenism hypothesis
15% or less of group
Tokenism can affect performance by:
Creating unfair / unequal performance
pressures
Creating boundaries based on
exaggerated differences
Encouraging token conformity to
majority
Male flight attendants: lower self-esteem, poor job fit
lower job satisfaction, organisational attachment
(Young & James, 2001)
Black leaders: higher depression, anxiety
(Jackson et al., 1995)
Asian tokens: lower performance, self-efficacy (Li, 1994)
(Kanter, 1977)
In-group (majority) perspective
Out-group (minority) perspective
Reactions to dissimilar others:
Stereotypes, Biases, Attributions
Lack of attraction & shared identity
Expectations, Lack of trust
Personal discomfort
Perceptions of:
Discrimination, Racism, Sexism
Lack of fit, Social exclusion
Unfair treatment
Lack of attraction & trust
Lack of shared identity
Personal discomfort
Heightened identification with demographic group
Self-stereotype
Differential treatment:
Formation of in-groups/out-groups
Formation of informal networks
Unequal reward allocations
Behavioural confirmation of expectations
Work-related attitudes & behaviours:
Job satisfaction, Org commitment, OCBs
Withdrawal behaviour
Group identification
Depression, Self-esteem
Communication, Conflict
Group cohesiveness
Adapted from Riordan et al. (2005)
Personality
Amount of interaction
Org policy/practice
Culture
Outcomes of perceived
dissimilarity
Reading list: See Dovidio & Hebl (2005) for an account of employment outcomes (& overview of many concepts in this lecture)
Perceived dissimilarity; primary attitudinal and cognitive reactions; outcomes / manifestations
Key takeaways
Overt discrimination now considered unacceptable, but may be replaced by covert forms of bias like exclusion
We tend to like people who are like us
There can be serious repercussions to discrimination and exclusion
Inequalities are socially constructed and can be overcome with effort and determination
For the seminar
Read the New York Times article “Behind 2016’s Turmoil, a Crisis of White Identity”, posted on Moodle
- Answer the two questions at the end
- Bring your answers to the seminar, ready to discuss