Employee mistreatment and muted voices in the culturally diverse workplace

Meares, Mary M.; Oetzel, John; Torres, Annette; Derkacs, Denise; Ginossar, Tamar

doi:10.1080/0090988042000178121

Cited by 63 publications

(64 citation statements)

References 20 publications

(23 reference statements)

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“…For example, Allen (2000) describes the challenges faced by women of color as they fight a beneficiary of affirmative action stereotype that calls into question their competence and value. Meares et al (2004), in their study of people mistreatment, found that subordinated organizational members-whether by sex, race, education level, or organizational position-were more likely to have muted narratives of abuse than more privileged members. From a gender perspective, Tracy and Scott (2006) argue that firefighters' masculine jobs (i.e., jobs that require physical strength and bravery) are a resource for creating highly esteemed occupational identities; whereas, corrections officers' feminized job tasks (e.g., feeding inmates, providing care) stigmatize that male-dominated occupational group and serve as a hindrance to crafting dignified identities.…”

Section: Dignity At Workmentioning

confidence: 99%

Blue-Collar Discourses of Workplace Dignity: Using Outgroup Comparisons to Construct Positive Identities

Lucas

2011

Management Communication Quarterly

114

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People generally possess a strong desire to construct positive, dignified work identities. However, this goal may be more challenging for some people, such as blue-collar workers, whose occupations may not offer qualities typically associated with workplace dignity. Interviews with 37 people from a blue-collar mining community reveal three central identity discourses about workplace dignity: All jobs are important and valuable; dignity is located in the quality of the job performed; and dignity emerges from the way people treat and are treated by others. Participants communicated these themes by backgrounding their own occupations and drawing comparisons between two outgroups, low-status, low-paid dirty workers and high-prestige, white-collar professionals. Implications for understanding how identity work is negotiated and for managing a blue-collar workforce are explained.

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Section: Dignity At Workmentioning

confidence: 99%

Blue-Collar Discourses of Workplace Dignity: Using Outgroup Comparisons to Construct Positive Identities

Lucas

2011

Management Communication Quarterly

114

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“…Moreover, because asymmetrical power relations exist in all societies, there is always a muted group framework in place (Meares, 2003;Meares, Oetzel, Torres, Derkacs, & Ginossar, 2004). Thus, persons who have been ''muted'' often engage in (co-cultural) communicative practices to resist the system's attempt to keep them as such.…”

Section: Muted Group Theorymentioning

confidence: 97%

From “Laying the Foundations” to Building the House: Extending Orbe's (1998) Co-Cultural Theory to Include “Rationalization” as a Formal Strategy

Bell

Hopson

Weathers

et al. 2014

Communication Studies

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We extend co-cultural theory to include an additional communication strategy: rationalization. Rationalization is defined as instances where individuals provide alternative explanations for communication rather than labeling them as forms of injustice (e.g., racially insensitive, prejudice, or discriminatory). Thirty co-researchers were interviewed about Black and White communication challenges from a co-cultural theoretical lens. Participants employed rationalization to process intercultural tension. Specifically, Black participants rationalized being watched in public, racial comments, workplace practices and treatment, and racism.

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“…Terms such as mobbing [45, 46], harassment at work [47], petty tyranny [48], victimization [49, 50], abusive supervision [51], emotional abuse [52], workplace incivilities [53], and mistreatment [54] have been used to describe and define workplace bullying. Sometimes these words are used synonymously, but sometimes they are not.…”

Section: Definitions Of Bullyingmentioning

confidence: 99%

Bullying within the Forestry Organizations of Turkey

Toksoy

Bayramoğlu

2013

The Scientific World Journal

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Today, many studies are conducted in order to determine bullying behaviors and to resolve conflicts with the purpose of increasing and maintaining organizational success in developed countries. According to these studies, bullying cases are more common in public institutions when compared to other sectors. In public institutions, bullying generally occurs when successful workers are discouraged and/or harassed by their managers, thus leaving them feeling distressed and dissatisfied with their jobs. The present study examines whether forest engineers working in the seven geographical regions of Turkey are exposed to bullying behaviors, the level of any bullying, and whether there are any regional differences (N = 835). Through statistical analysis, a significant relationship was determined between bullying and demographic characteristics. The results of the present study were evaluated along with the results of other studies, and some suggestions were made in order to prevent bullying behaviors in forestry organizations.

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Employee mistreatment and muted voices in the culturally diverse workplace

Cited by 63 publications

References 20 publications

Blue-Collar Discourses of Workplace Dignity: Using Outgroup Comparisons to Construct Positive Identities

Blue-Collar Discourses of Workplace Dignity: Using Outgroup Comparisons to Construct Positive Identities

From “Laying the Foundations” to Building the House: Extending Orbe's (1998) Co-Cultural Theory to Include “Rationalization” as a Formal Strategy

Bullying within the Forestry Organizations of Turkey

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