APA Assignment

Multiple Group Memberships and Permeability of Boundaries

People’s group memberships affect their outcomes, opportunities, and experiences in society and in

organizations.* Employment, compensation, advancement, retention, participation, and competitiveness are a few of the outcomes that are related to demographic background. In the United States, those who are White,

male, and do not have a disability generally earn higher wages and have higher organizational status than

minorities, females, or people with disabilities.* However, the categories of race, ethnicity, sex, age, physical ability, sexual orientation, and religion are not mutually exclusive. Everyone possesses a racial and ethnic

background, age, sexual orientation, and, possibly, religion. Some of the categories are immutable, but others

are not and may change over one’s lifetime. People may be born with or acquire disabilities, and everyone

ages. A person may be a member of the majority group in one area but not in another, for example, White and

female or male and Latino. A white man may have a disability, be an older worker or of a minority religion, and

personally experience job-related discrimination. He may also have a working wife, mother, or sister who has

faced sex-based salary inequity or harassment or a daughter or granddaughter whom he would prefer not to

have to face such discrimination at work.

Diversity research indicates that the commitment of top management to diversity increases the effectiveness of

diversity initiatives. White men are considerably more likely to occupy leadership positions (executive, board

member, or manager) than other group members.* Therefore, they are more likely to have the power to implement important changes at the organizational level and to influence behaviors and perspectives about the

overall benefits of diversity; White men’s commitment to diversity is essential.

Although data clearly show that members of some groups face more barriers and organizational discrimination,

this book stresses the value of diversity to everyone. Roosevelt Thomas, a pioneer in diversity work, proposed

that “managing diversity is a comprehensive managerial process for developing an environment that works for

all employees.”* While diversity and inclusion efforts should include all employees, data show that membership in some groups or that some combinations of memberships consistently have more negative ramifications for

job-related opportunities and that some groups are systematically denied opportunities.* For example, Whites and men are less likely to report perceptions of workplace discrimination,* rate diversity as being less important, and have less favorable attitudes toward diversity* than minorities and women. Commitment to diversity requires a concerted effort to recognize, acknowledge, and address historical discrimination,

differential treatment, and unearned advantages rather than resisting efforts to address inequities in the name

Book Title: eTextbook: Diversity in Organizations Chapter 1. Introduction Multiple Group Memberships and Permeability of Boundaries

of inclusiveness or color-blindness.* The research and recommendations in this book make apparent the need to consider the past and present while working toward a more just, fair, diverse, and inclusive future.

Misperception:

Diversity is beneficial only to minorities and women.

Reality:

Diversity can benefit everyone.

This book is relevant to large and small companies, colleges and universities, religious organizations, military

organizations, hospitals, and any other organizations in which people work or wish to work or that have clients,

customers, or constituents. Although under U.S. laws some organizations (e.g., churches and private clubs)

may be allowed to prefer certain types of people over others as employees, many of the concepts in this book

also apply to such organizations and can be of benefit to their leaders. For example, religious organizations

may legally require that employees be members of a particular faith, yet they will likely have employees with

work and family issues or may be wrestling with the issue of ordaining women. Similarly, the U.S. military is a

unique male-dominated organization, yet its issues with sexual harassment and sexual orientation diversity can

help inform other types of organizations dealing with the same issues. Hospitals have to learn to address

patient racism and sexism, and need to be cognizant of cultural differences related to medical care.* As will be apparent from the variety of organizations discussed in this book, diversity issues affect all organizations at

some point. In addition, although most of the diversity research that is reported in this book was conducted in

the United States, many of the concepts and findings, such as differential treatment based on racial or ethnic

heritage, religion, sex, or sexual orientation, are relevant to non-dominant groups in other areas. Chapter 16

discusses these similarities in more detail.