Accommodation to contrast: Being different in the organization

Abstract

Being different from others in the organization provides the individual and the system with a variety of problems and also with opportunities. Sexist, racist, or other harmful stereotypes existing within the organizational framework can increase levels of stress and decrease career opportunities for the worker. In contrast, the organization that encourages a variety of different workers to participate can benefit from increased productivity, increased employee selfesteem and commitment, and the synergistic effect produced by people with a broad range of backgrounds interacting in a positive and creative way. This chapter will define the dilemmas associated with contrasting with the majority in the workplace and offer some suggestions to both the individual and the organization that can lead to successful accommodation.Although there are many ways in which people can contrast, this chapter will focus on three: by being a woman, by being handicapped, and by being a member of a racial minority. Even today, the majority organizational culture is white, male, and able-bodied. Much of the current literature focuses on women in the organization (Hennig and Jardim, 1976; Cytrynbaum, Lee, S . L. White (Ed.). Adoanccr in Occupational Mcnfnl He& New Directions for Mentd Health Services, no. 20. San Francisco: Josrey-Bars, December 19R3. 25Personnel Management, 1980, 9 (2), 52-60. 902-910.

Exploring Leaders’ Discriminatory, Passive-Aggressive Behavior Toward Protected Class Employees using Diversity Intelligence

“…According to the U.S. Bureau of Labor Statistics's (2014) Labor Force By Race and Ethnicity Report, 2013, today's workplaces have diverse employees but not to the extent that is representative of the diversity of the United States as a whole. Historically (Williams & O'Reilly, 1998) and today, employment data reveal that the employment rate of Blacks and Hispanics are much lower than White Americans (Chua & Rubenfeld, 2014;Sum & Khatiwada, 2010;Taylor, Kochhar, Fry, Velasco, & Motel, 2011) and that the disabled, women, and veterans are also disproportionately underrepresented in the American workplace (Brault, 2012;Hoynes, Miller, & Schaller, 2012;Mattingly & Smith, 2010;Sodano & Baler, 1983). All these groups of employee types are protected under federal laws (Gutman, Koppes, & Vodanovich, 2011;Performance and Accountability Report, 2013); yet, their members are often the last hired and the first to be fired during layoffs, recessions, and general dismissals from the workplace (Cummings, 1987;Mong & Roscigno, 2010;Naff, Riccucci, & Freyss, 2017;Roberts, 1981;Sheeran, 1975).…”