Although nearly 50 years have passed since the Civil Rights Act, employment discrimination persists. Thus, this focal article raises and addresses critical issues regarding a yet unanswered question: how can organizational researchers and practitioners contribute to the ultimate goal of eradicating employment discrimination? This article will push previous work a step forward by considering discrimination reduction tactics spanning the attraction, selection, inclusion, and retention phases of the employment cycle. Additionally, we expand our discussion of strategies to reduce discrimination beyond classically studied racial, ethnic, and gender differences. Our synthesis of this literature will inform organizational psychologists on how to address discrimination, but will also highlight the lack of evidence regarding important aspects of these strategies.The year 2014 marks the 50th anniversary of the Civil Rights Act. In the nearly 50 years since this legislation was codified, organizational scholars, and practitioners have been among those working to ensure that the tenets of Title VII-which prohibit employment discrimination on the basis of race, color, religion, sex, or national origin-are implemented effectively. Despite substantial efforts over 5 decades, employment discrimination persists. Indeed, the Equal Employment Opportunity Commission (EEOC) resolved 42,545 charges in 2012 alone, excluding cases where no reasonable cause was found or

Meetings are salient sites of temporal behaviour in organizations. They consume large amounts of time, punctuate and interrupt the temporal flow of work, provide venues of time coordination and allocation, and mark time in organizations (e.g., the weekly staff meeting). In this article, we seek to answer the question, ''Should organizational scientists and temporality scholars care about meeting lateness?'' Across two studies, we find that meeting lateness is a high base rate and seemingly consequential workplace event, with both objective and subjective elements, and potential implications for individuals, relationships, groups, and the organization more broadly. Meeting lateness correlates include job satisfaction, intent to quit, satisfaction with meetings in general, age, and conscientiousness. In light of the frequency, consequences, and conceptual complexity of meeting lateness, along with the dearth of extant research on the topic, it is a phenomenon primed for further study.

SummaryRacism, sexism, and ageism persist in modern day organizations and may translate into workplace discrimination, which can undermine organizational effectiveness. We provide the first meta‐analysis comparing the relationships between these three types of prejudice (racism, sexism, and ageism) and three types of workplace discrimination (selection, performance evaluation, and opposition to diversity‐supportive policies). Across outcomes, racism was associated with workplace discrimination, whereas sexism was not. Ageism was associated with discriminatory selection and opposition to organizational policies supporting older workers; however, ageism was not related to discriminatory performance evaluation. Consistent with prior research and theory, Implicit Association Test measures were related to subtle discrimination (opposition to diversity‐supportive policies) but not deliberate discrimination (selection and performance evaluation). Finally, prejudice was more strongly associated with discrimination against real as compared with hypothetical targets. Implications for organizational researchers and practitioners are discussed. Copyright © 2017 John Wiley & Sons, Ltd.

In light of the prevalent experience, theoretical importance, and underexamination of the intersection of pregnancy and work, the current study explores how pregnant employees manage their concealable stigmatized identities at work over the course of pregnancy. Using a weekly survey methodology, we were able to examine within-person changes in identity management and physical health. Results suggested a reciprocal relationship between revealing and physical health wherein revealing led to more frequent physical health symptoms and more frequent physical health symptoms led to decreased revealing. Furthermore, concealing exerted a unidirectional impact on physical health wherein concealing predicted subsequent decreases in physical health symptoms. Finally, supportive work-family cultures and supervisor support were linked to lower concealing, higher revealing, and less frequent physical health symptoms at the initial measurement occasion (i.e., earlier stages of pregnancy); however, these benefits appeared to diminish over time. The implications of these findings for theory and practice are discussed.

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