Race and Sex in Organizing Work: 'Diversity,' Discrimination, and Integration

Green, Tristin K.

doi:10.2139/ssrn.1490030

Cited by 2 publications

(4 citation statements)

References 3 publications

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“…Although filing a discrimination claim under Title VII must follow prescribed steps, as noted above, the decision to voice a discrimination complaint, seek relief or accommodations, and/or ultimately file a formal legal complaint is a complex, socioemotional process (Goldman 2003, Hirsh and Kornrich 2008, Green 2010. As a rule, employees do not appear to immediately engage an external body for relief prior to seeking help within their organizations.…”

Section: Discrimination Experiences -Organizational Roles Involvedmentioning

confidence: 99%

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Bad apples, behaving badly? Workplace religious discrimination disputes and resolution behaviors

Dean

Safranski

Lee

2015

Journal of Management, Spirituality & Religion

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Compared to other Title VII workplace discrimination protections, religious discrimination research has received little attention. This study compares workplace religious discrimination disputes with more common forms of discrimination claiming including race, sex, and sexual harassment. We analyzed 72 Federal Circuit Court of Appeals religious discrimination cases to ascertain what organizational roles both plaintiffs and perpetrators held, and at what organizational levels. We also examined differences in dispute resolution behaviors employed by both plaintiffs and perpetrators/defendant firms. Consistent with other forms of Title VII complaints, most plaintiffs in religious discrimination cases hold technical or line positions, and most perpetrators are the plaintiff's direct supervisor. Also consistent, we found that plaintiffs utilize internal voicing processes prior to alerting an external body. However, we found differences, including evidence that plaintiffs themselves may obstruct complaint resolution and that some organizational policies contribute to religious discrimination complaints. Executive reactions to our findings conclude the article.

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Section: Discrimination Experiences -Organizational Roles Involvedmentioning

confidence: 99%

“…Hirsh and Kornrich 2008), and interpersonal dynamics (e.g. Green and Kalev 2008, Green 2010, Hall et al 2013. However, within the larger body of research that examines employment discrimination under Title VII, religious discrimination has received only scant attention (Goldman et al 2006, James and Wooten 2006, Walker and Hamilton 2011.…”

Section: Introductionmentioning

confidence: 99%

Bad apples, behaving badly? Workplace religious discrimination disputes and resolution behaviors

Dean

Safranski

Lee

2015

Journal of Management, Spirituality & Religion

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Section: Introductionmentioning

confidence: 99%

“…Valuing diversity and having a diverse workforce are morally correct and make economic sense (Green, 2010), as it could be a key component of effective people management to improve workplace productivity. Gaining the arising benefits, organizations need to tap into increasingly globalized and diverse markets (Green, 2010). Diversity has been defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, physical and mental ability, ethnicity, gender, and public assistance status (Esty, Griffin & Schorr-Hirsh, 1995).…”

Section: Introductionmentioning

confidence: 99%

Integrated Approach to Workplace Diversity through Human Resource Management

Babalola¹

2013

JSDS

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Todayâ€™s organisations are facing challenges of equity control, market size, and workplace diversity despite increase in profitability due to globalisation and technological advancements. This called for efficient utilization of human resource management (HRM) as its focus is on people management with the strategic proactive approach to workplace diversity. The paper calls for improve role of HRM and organisational management in creating conducive work environment, accurate and expansion of selection criteria for workplace diversity that include stable attributes such as emotional intelligence and dispositional factors such as task and people oriented and being culturally flexible. It conclude by advocating for HRM integrative approach to diversity as it synthesizes the literature and proposes key areas needed to management diversity.

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Race and Sex in Organizing Work: 'Diversity,' Discrimination, and Integration

Cited by 2 publications

References 3 publications

Bad apples, behaving badly? Workplace religious discrimination disputes and resolution behaviors

Bad apples, behaving badly? Workplace religious discrimination disputes and resolution behaviors

Integrated Approach to Workplace Diversity through Human Resource Management

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