Workplace discrimination has grown more ambiguous, with interracial interactions often perceived differently by different people. The present study adds to the literature by examining a key individual difference variable in the perception of discrimination at work, namely individual color-blind attitudes. We examined relationships between 3 dimensions of color-blind attitudes (Racial Privilege, Institutional Discrimination, and Blatant Racial Issues) and perceptions of racial microaggressions in the workplace as enacted by a White supervisor toward a Black employee (i.e., discriminatory actions ranging from subtle to overt). Findings showed that observer views on institutional discrimination fully mediated, and blatant racial issues partially mediated, the relationships between racial group membership and the perception of workplace microaggressions. Non-Hispanic Whites endorsed color blindness as institutional discrimination and blatant racial issues significantly more than members of racioethnic minority groups, and higher levels of color-blind worldviews were associated with lower likelihoods of perceiving microaggressions. Views on racial privilege did not differ significantly between members of different racial groups or affect microaggression perceptions. Implications for organizations concerned about promoting more inclusive workplaces are discussed.
Although scholars agree that traditional forms of discrimination have generally been supplanted by subtler interpersonal manifestations of discrimination, it is yet unknown whether targets of these behaviors or the American judicial branch recognize such negative behaviors as violations of extant law. Extending research and theory, we propose that denigrating messages toward women and ethnic minorities (i.e., microaggressions) emerge in workplace interactions and are sometimes interpreted as discrimination. Specifically, this research explores the presence, severity, and frequency of microaggressions that appear in a random sample of race and gender discrimination cases in federal court dockets since the year 2000. The results suggest that microinsults, microinvalidations, and microassaults are reported in a variety of discrimination claims. However, only overt and intentional forms of microaggressions (microassaults) increased the likelihood that decisions favored plaintiffs. Thus, there may be a disconnect between forms of discrimination perceived by claimants and how those forms are evaluated by the legal system that protects victims of discrimination. This potential misalignment of science and practice is discussed, as are directions for future research.
Purpose -The present study aims to apply the construct of microaggressions to organizational contexts by examining perceptions of discrimination in ambiguous interactions between White supervisors and Black subordinates and their impact on work outcomes under varying conditions of leader fairness. Design/methodology/approach -US participants (N ¼ 387) responded to scenarios describing supervisor-subordinate interactions involving subtle to blatant discrimination, after being told either that the supervisor had a history of fair, equitable treatment of subordinates or that the supervisor had a history of unfairness and inequity. Findings -Leader equity impacted discrimination perceptions, affording leaders greater benefit of the doubt in ambiguous interracial interactions. For all levels of microaggression severity, microaggressions were perceived less when the supervisor had a reputation for equity and fairness; expected work outcomes were also better when the supervisor had a reputation for equity and fairness at all levels of microaggression severity. Research limitations/implications -As blatant discrimination grows more and more unacceptable, examining the subtle and sometimes unintended aspects of workplace discrimination is increasingly important. The authors' results suggest that a leader's reputation for equity and fairness may mitigate the effects of racial slights. Originality/value -To the authors' knowledge, this is the first study to examine the impact of leader equity on microaggressions and the first to empirically explore the impact of microaggressions on work outcomes. Their results suggest the importance of establishing leader reputations of fairness and training staff to recognize even subtle forms of discrimination and exclusion.
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