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Lecture10HRM3014.ppt

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