Observing Privilege: Examining Race, Class, and Gender in Health and Human Service Organizations

Abstract

Race, class, and gender dynamics can result in power differentials and discrimination in organizations. Such deleterious effects are particularly troubling for non-profit agencies with diverse employee and community bases and that endeavor to redress social inequality through service and program provision. Foucault (1975, 1980) as well as Andersen and Collins’s (2007) theories provide a means to conceptualize race, class, and gender as power processes that contribute to the production and maintenance of organizational privilege (unearned benefits and advantages). This study uses bivariate and multivariate analyses and data from five health and human service organizations to assess employee perceptions about dynamics that foster organizational privilege. Modeling results indicate that although organizational position is the most influential indicator in explaining perceptions about participation in decision-making, race is the most important predictor of perceptions about access to learning resources and influential relationships. These results also suggest that formally educated White employees are best positioned to access privilege. Thus, such organizations may be fostering social injustices with detrimental effects for employee culture and the communities they serve.

Political Challenges in Complex Place-Based Health Promotion Partnerships

“…This familiarity was important in the process of establishing trust and rapport with participants, especially given the cultural diversity and socioeconomic disadvantage of the community. 51…”

“…This familiarity was important in the process of establishing trust and rapport with participants, especially given the cultural diversity and socioeconomic disadvantage of the community. 51 All interviews and focus groups were audio recorded and transcribed verbatim. Document review was used as a secondary method of data collection, data corroboration, and triangulation.…”

Manufactured “Mismatch”

“…Workplaces themselves exhibit a discernible culture (Mihalache & Albu, 2016). Prior research confirms that organizations develop standard practices for handling socially relevant constructs, including the sensitive subject of race (Collins & Barnes, 2014). Beyond specific workplaces, professional spheres have a culture of their own (Schalkwyk, Leibowitz, Herman, & Farmer, 2015).…”

Building racial bridges? Social capital among community gardeners in US food deserts

“…Two forms of organizational processes were measured: democratic decision-making (DEC) and perceived leadership opportunities (TASK). DEC, a 5-item scale to assess an individual's perceived ability to influence decision-making (Israel, Checkoway, Schulz, & Zimmerman, 1994), was adapted from a Participation in Decision-Making scale (Collins & Barnes, 2014) and Perceived Control in an Organization scale (Israel et al, 1994). An example item was "I have a real say in how decisions are made" with respect to the community garden.…”