Hostname: page-component-cd9895bd7-dk4vv Total loading time: 0 Render date: 2024-12-28T02:56:48.406Z Has data issue: false hasContentIssue false

A Broader Perspective for Subtle Discrimination Interventions

Published online by Cambridge University Press:  23 March 2017

Amer Odeh*
Affiliation:
Department of Psychology, Wayne State University
Timothy J. Bruce*
Affiliation:
Department of Psychology, Wayne State University
Daniel R. Krenn*
Affiliation:
Department of Psychology, Wayne State University
Shan Ran*
Affiliation:
Department of Psychology, Wayne State University
*
Correspondence concerning this article should be addressed to Amer Odeh, Timothy J. Bruce, Daniel R. Krenn, or Shan Ran, 5057 Woodward Avenue, Department of Psychology, Wayne State University, Detroit, MI 48202. E-mail: ev5459@wayne.edu, timothy.bruce@wayne.edu, daniel.krenn@wayne.edu, or shan.ran@wayne.edu
Correspondence concerning this article should be addressed to Amer Odeh, Timothy J. Bruce, Daniel R. Krenn, or Shan Ran, 5057 Woodward Avenue, Department of Psychology, Wayne State University, Detroit, MI 48202. E-mail: ev5459@wayne.edu, timothy.bruce@wayne.edu, daniel.krenn@wayne.edu, or shan.ran@wayne.edu
Correspondence concerning this article should be addressed to Amer Odeh, Timothy J. Bruce, Daniel R. Krenn, or Shan Ran, 5057 Woodward Avenue, Department of Psychology, Wayne State University, Detroit, MI 48202. E-mail: ev5459@wayne.edu, timothy.bruce@wayne.edu, daniel.krenn@wayne.edu, or shan.ran@wayne.edu
Correspondence concerning this article should be addressed to Amer Odeh, Timothy J. Bruce, Daniel R. Krenn, or Shan Ran, 5057 Woodward Avenue, Department of Psychology, Wayne State University, Detroit, MI 48202. E-mail: ev5459@wayne.edu, timothy.bruce@wayne.edu, daniel.krenn@wayne.edu, or shan.ran@wayne.edu

Extract

Jones, Arena, Nittrouer, Alonso, and Lindsey (2017) make the case that discrimination is multifaceted and can be identified along several continua. They also emphasize the role that every individual may play in the propagation of discrimination. As such, they make note of several interventions from bystanders and allies to combat subtle discrimination. Although we agree that subtle discrimination causes harm and that interventions targeted at such discrimination are necessary, we propose some additional considerations for the science and practice of subtle discrimination reduction. Specifically, we discuss the limitations of focusing on subtle discrimination at the individual level, the ambiguous nature of intentionality, the view of subtle discrimination as a manifestation of a hostile environment that falls under the broader umbrella of negative interpersonal treatment, and the emphasis placed by Jones et al. on the potential for organizational level interventions by proposing several considerations for tackling a climate of negative interpersonal treatment.

Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2017 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Andersson, L. M., & Pearson, C. M. (1999). Tit for tat? The spiraling effect of incivility in the workplace. Academy of Management Review, 24, 452471.Google Scholar
Cortina, L. M. (2008). Unseen injustice: Incivility as modern discrimination in organizations. Academy of Management Review, 33, 5575.Google Scholar
Cortina, L. M., Kabat-Farr, D., Leskinen, E. A., Huerta, M., & Magley, V. J. (2013). Selective incivility as modern discrimination in organizations evidence and impact. Journal of Management, 39, 15791605.Google Scholar
Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50, 869884.CrossRefGoogle Scholar
Douglas, S. C., & Martinko, M. J. (2001). Exploring the role of individual differences in the prediction of workplace aggression. Journal of Applied Psychology, 86, 547559.Google Scholar
Harold, C. M., & Holtz, B. C. (2015). The effects of passive leadership on workplace incivility. Journal of Organizational Behavior, 36, 1638.Google Scholar
Jones, K. P., Arena, D. F., Nittrouer, C. L., Alonso, N. M., & Lindsey, A. P. (2017). Subtle discrimination in the workplace: A vicious cycle. Industrial and Organizational Psychology: Perspectives on Science and Practice, 10 (1), 5176.Google Scholar
Kidder, D. L., Lankau, M. J., Chrobot-Mason, D., Mollica, K. A., & Friedman, R. A. (2004). Backlash toward diversity initiatives: Examining the impact of diversity program justification, personal and group outcomes. International Journal of Conflict Management, 15, 77102.Google Scholar
Kimberly, J. R., & Miles, R. H. (1980). The organizational life cycle: Issues in the creation, transformation, and decline of organizations. San Francisco, CA: Jossey-Bass.Google Scholar
Lee, J., & Jensen, J. M. (2014). The effects of active constructive and passive corrective leadership on workplace incivility and the mediating role of fairness perceptions. Group & Organization Management, 39, 416443.CrossRefGoogle Scholar
Leiter, M. P., Laschinger, H. K. S., Day, A., & Oore, D. G. (2011). The impact of civility interventions on employee social behavior, distress, and attitudes. Journal of Applied Psychology, 96, 12581274.Google Scholar
Osatuke, K., Moore, S. C., Ward, C., Dyrenforth, S. R., & Belton, L. (2009). Civility, respect, engagement in the workforce (CREW): Nationwide organization development intervention at Veterans Health Administration. Journal of Applied Behavioral Science, 45, 384410.Google Scholar
Paulin, D., & Griffin, B. (2016). The relationships between incivility, team climate for incivility and job-related employee well-being: A multilevel analysis. Work and Stress, 30, 132151.CrossRefGoogle Scholar
Ryan, A. M., Sacco, J. M., McFarland, L. A., & Kriska, S. D. (2000). Applicant self-selection: Correlates of withdrawal from a multiple hurdle process. Journal of Applied Psychology, 85, 163179.Google Scholar
Sackett, P. R., & Lievens, F. (2008). Personnel selection. Annual Review of Psychology, 59, 419450.Google Scholar
Sanchez, J. I., & Medkik, N. (2004). The effects of diversity awareness training on differential treatment. Group & Organization Management, 29, 517536.CrossRefGoogle Scholar
Schilpzand, P., De Pater, I. E., & Erez, A. (2016). Workplace incivility: A review of the literature and agenda for future research. Journal of Organizational Behavior, 27, S57–S88.Google Scholar
Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437453.Google Scholar
Taylor, S. G., & Pattie, M. W. (2014). When does ethical leadership affect workplace incivility? Business Ethics Quarterly, 24, 595616.Google Scholar
Walsh, B. M., Magley, V. J., Reeves, D. W., Davies-Schrils, K. A., Marmet, M. D, & Gallus, J. A. (2012). Assessing workgroup norms for civility: The development of the Civility Norms Questionnaire-Brief. Journal of Business and Psychology, 27, 407420.Google Scholar
Yang, L. Q., Caughlin, D. E., Gazica, M. W., Truxillo, D. M., & Spector, P. E. (2014). Workplace mistreatment climate and potential employee and organizational outcomes: A meta-analytic review from the target's perspective. Journal of Occupational Health Psychology, 19, 315335.Google Scholar