The uneasy alliance of organisational culture and equal opportunities for ethnic minority groups: A British example

Abstract

Recent statistics suggest that there is a continuing disparity in labour market outcomes between ethnic minority (EM) groups and their White counterparts. However, although there is now an abundance of statistical and anecdotal evidence that speaks to the disadvantage of EM groups, there is less understanding of the intraorganisational dynamics that give rise to the outcomes that are reported. Drawing on postcolonial, cultural capital, and social capital theories, this article argues that the dominant approach through which organisational culture is conceptualised and the ways in which it is commonly managed may encourage labour market inequality and disadvantage for EM groups (defined as access to employment and having opportunities for promotion while in employment). The article explores three intraorganisational interventions that are common in culture management initiatives (leadership, selective recruitment, and internal promotion) to illustrate the arguments. The article concludes by discussing a series of implications and highlighting the pivotal role of the HR academy and practitioners in generating deeper insights and attention into the potential sources of EM disadvantage that are linked to culture and culture management.

Identifying the linguistic markers of intuition in human resource (HR) practice

“…Alternatively, this could be achieved through others noticing and intervening, or even by a computer having some artificially intelligent means of identifying potential biases automatically and issuing an ‘alert’. Moreover, exposing managers to the possibility of stereotyping and unconsciously biased decisions may help them to be more consistent and fairer in their decisions (Basuil et al., 2016; Ogbonna, 2019).…”

Third Worlds, Coolie and Coolitude: Unravelling the long arm of history

“…Despite increasing evidence as to the disparities EM face in many occupational sectors including hidden inequalities, inequality regimes, and matrices of visibility regimes (Munkerjord, 2019;Nkomo & Rodriguez, 2018;Wasserman & Frenkel, 2019), actions have been 'unacceptably slow' with representation at senior roles and in careers for global health research and academia in the UK, in spite of diversity policies (Khan et al, 2019). A British example, (Ogbonna, 2019), highlights the uneasy alliance of EM and organisational culture resulting in continuing disparity of outcomes in the labour market, which have hardly improved despite government advice and diversity policies. Undoubtedly there is need to consider the intersectionality of gender and ethnicity in understanding the workplace experiences of EM to move away from static identities and single identity categories in how systems of domination are enacted (Brah, 1993;Opara, Sealy & Ryan, 2020).…”

“…Chakravartty (2006) emphasizes exploitation of high-tech Indian migrants in the US and refers to them as indentured servants in high tech electronic sweatshops or techno slaves who will accept exploitation, racial discrimination and servility, in their desire for the coveted green card. Yet, considering EM's agency and leadership in cultural, social and political domains (Gottardo & Cyment, 2019;Hennekam & Bacouel-Jentjens, 2019;Ogbonna, 2019;Zanoni & Janssens, 2007), can help promote coolitude. It is pertinent to note that some 'coolie' generations are among the most prosperous segments of society in South Africa, Guyana and Trinidad (Bates, 2017).…”

Contextualising work–life balance: a case of women of African origin in the UK

“…For instance, labour market disadvantage (Ogbonna, 2019) could include fewer women at work than men because women are prone to take career breaks for family related responsibilities.…”

“…Likewise, feminist studies, which primarily buttress the empowerment of the female gender, have adopted concerns related to discrimination and differences between various social groups. For instance, labour market disadvantage (Ogbonna, 2019) could include fewer women at work than men because women are prone to take career breaks for family related responsibilities. Paul Seabright (as cited in Whitfield, 2012) argues that women who take career breaks because of family responsibilities do not necessarily signal a systematic discrimination.…”