Search

A wealth of research documents disparities in workplace outcomes between cisgender heterosexual employees and LGBTQ+ employees. However, few studies have examined how workplace wellbeing may differ among different subgroups within the LGBTQ+ umbrella – that is, the notion of 'diversity within diversity'. The current study fills this gap in knowledge by theorising and testing differences in workplace wellbeing across nuanced sexual- and gender-identity groups. To accomplish this, we use unique survey data from the 2020 Australian Workplace Equality Index (AWEI) Employee Survey (n = 5270 respondents and 146 organisations) and random-intercept multilevel regression models. Our results reveal significant differences in workplace wellbeing between different diversity groups. For example, LGBTQ+ employees identifying as gay/lesbian and as cisgender men generally report better outcomes than employees identifying with other minority identities. Overall, our findings call for workplace equity policies that target stigma towards plurisexual, gender non-conforming, and smaller and more invisible diversity groups. [ABSTRACT FROM AUTHOR]

Although diversity initiatives are considered prominent vessels for addressing inequality and despite massive investments in them, inequality inside organizations persists. Assessments of diversity initiatives often center on economic inequality and view organizations as closed systems to explain why they fail. Building on a 19-month field-level ethnography of the diversity field in Israel targeting Palestinian employment, we examine political inequality and show how it is perpetuated even as economic inequality is dealt with. Our findings reveal that the field is complicit in creating a chasm between the economic and political spheres by positioning diversity initiatives as a means to tackle economic inequality. The field's infrastructure and dominant discourse reinforce this chasm and thereby make political inequality invisible, generating false consciousness. Our study challenges the preoccupation of diversity scholarship with universal best practices, suggests avenues for assessing and managing diversity initiatives while taking stock of political inequality, and directs future research to delve into the relationship between the economic and the political in organizations and our societies. [ABSTRACT FROM AUTHOR]

The Supreme Court has repeatedly affirmed the existence of the so-called "ministerial exception"--religious organizations' constitutionally based immunity from employment discrimination suits brought by their ministers--but declined to provide a clear test for which employees count as "ministers." The Court's reticence is frustrating but understandable. A narrow definition might wrongfully burden or interfere with religion generally, privilege some religions over others, or increase friction in a society riven by ethical disagreements. A broad definition might privilege religious over non-religious employers or facilitate evasion of generally applicable law, contrary to compelling public policies and the vital interests of many individual employees. Drawing on employment-law scholarship, this Article recommends a legal strategy often adopted in secular contexts to reconcile desirable employer autonomy with competing individual interests and public goals: targeted disclosure. The Article proposes that courts adopt this "informationforcing" rule: When a religious organization gives a purported "minister" adequate pre-hire notice of her ministerial status, that notice should create a legal presumption of ministerial status. The plaintiff then bears the burden of showing that she is not a minister. This approach incentivizes religious employers to inform employees of the risks they bear in accepting employment and creates an occasion for stakeholders to contest the religious organization's governance practices. Such contestation might, without unconstitutional overreach by the government, promote selfdirected reform that narrows the gap between the religious employer's self-governance and the goals of public policy. [ABSTRACT FROM AUTHOR]

With heightened expectations for a reckoning in response to the broad support for the Black Lives Matter movement after the senseless murder of George Floyd in 2020, employers explored many options to improve racial understanding through discussions with workers. In rejecting any notions of the existence of structural or systemic discrimination, let alone the need to address the consequences of such discrimination, certain groups have begun to oppose BLM by seeking to diminish any social justice actions. One of those key resistance efforts includes labelling in pejorative terms any employers that pursue anti-racism objectives via social justice statements or internal initiatives as being "woke" workplaces. These groups have also criticized employers who adopt diversity, equity, and inclusion training to help workers address racial differences by arguing these sessions apply divisive Critical Race Theory principles that discriminate against and seek to stigmatize white participants. By using CRT and woke labels as weapons, critics leave employers in the unenviable position of determining how to implement anti-racism trainings in an environment of BLM reforms and race discrimination concerns. These all-encompassing anti-anti-racism narratives now force employers to show how their DEI trainings and related initiatives do not discriminate against white employees. This Article offers unique insight for employers who pursue DEI measures to achieve racial progress and asserts they may circumvent anti-anti-racism narratives by continuing to rely on the litigation reforms and still-present empirical results that led to the growth of DEI training practices in the 1990s. Many employers had adopted DEI initiatives as good corporate citizens valuing diversity in human resources as a growth of affirmative action in the 1970s. With legal concerns in the 1990s about huge jury verdicts in discrimination lawsuits and empirical indicators of systemic discrimination, employers embraced more comprehensive racial improvement and training steps via written consent decrees and judicially approved settlements. This Article concludes that awoke employers should adopt broader DEI goals and limit training on entry-level racial awareness given empirical data suggesting this particular approach tends to spark backlash without any resulting diversity improvements. Instead, awoke employers understand that most constituents want them to act and lead responsibly regarding comprehensive DEI measures by going beyond legal protections. Training can focus on managers who may subject a company to employment discrimination liability. Awoke training integrates key follow-ups and correlates to measurable DEI results. Focusing on DEI training alone ignores the more important structural change work. [ABSTRACT FROM AUTHOR]

In today’s technological environment, it is essential to make technological advancements. This requires both men and women to have equal information, communication, and technology opportunities. Various efforts have been made to address the issue of gender equality in the workplace. It can be noted that even though equal opportunities between men and women may exist, discrimination against women is still immanent in the workplace, for example, gender bias, inequalities, and underrepresentation. Thus, the object of research is the role of information and communication technologies (ICTs) on gender equality in the workplace in today’s digital age. An empirical investigation was carried out at a selected higher education institution in South Africa. Purposive sampling was used, and 19 participants were interviewed. Mixed methods were used for this study, with the qualitative findings used in the preliminary discussions. The collected data were transcribed, coded, and analyzed using Microsoft Excel and NVIVO. The study’s findings show that ICTs play an important role in promoting gender equality. ICTs enable women to be empowered, educated, independent, and autonomous, enabling them to acquire top positions as men in the workplace. This study adds to the body of knowledge on how ICTs have been proven to be a valuable tool in promoting gender equality by giving a voice to the voiceless and empowering women. This study also informs stakeholders about how women bring diversity to the workplace and why it is essential to give them equal opportunities with men. [ABSTRACT FROM AUTHOR]

Introduction: In Europe, young sexual and gender minority (SGM) people continue to face discrimination in the labour sector despite advances in legislation towards their acceptance and equal treatment. Non-discrimination policy strategies helping SGM individuals are not equally enforced in all contexts, making it difficult for many SGM individuals to disclose their identity, hence undermining their health and well-being. Methods: Qualitative semi-structured interviews were conducted between October 2020 and February 2021 with 55 SGM youth (18–27 years) having work experience from Austria, Croatia, Serbia, Slovakia, Spain and the UK. Results: From the analysis, three overarching themes were significant: (1) societal discrimination played a major role in sociocultural factors and policy considerations, (2) workplace discrimination had distinct factors and impacts on SGM individuals and (3) SGM inclusion should use strategies to ensure workplace diversity and equality. Conclusions: SGM individuals from contexts of poor acceptance tended to hide their identity in the workplace, while transgender and non-binary individuals were prone to experience force-disclosure and discrimination in all aspects of employment. There is a lack of resolute reaction from policy makers in managing problems faced by SGM people in workplaces. New laws improving the status of SGM people need to be further adopted, staff training should be implemented, and managers are crucial in achieving an inclusive climate in the workplace. Policy Implications It is essential to implement policies on how to effectively handle problems faced by sexual and gender minority people in the workplace. [ABSTRACT FROM AUTHOR]

Purpose: The dynamics of changes taking place in the environment, globalization, increasing competition entail many changes concerning the management and operation of the organization. One of the conditions ensuring the proper functioning of the enterprise is the implication of diversity management, the objective of which is to promote equality and diversity in the workplace. This approach ought to be treated as a developed concept of talent management in the organization, with particular emphasis on equal opportunities, counteracting discrimination, employee integration and the moral and ethical dimension of management. This manner of conducting a business is based on universal values that help enterprises to achieve their business objectives. Design/methodology/approach: The research task was carried out on the basis of the subject literature and the results of the survey conducted in the fourth quarter of 2020 among 343 diversified employees. The empirical analysis workshop allowed for the assessment of the impact of actions taken for the benefit of diversity management, as well as the possession of the diversity potential on soft and hard aspects of management. Findings: The conducted analyses indicated that diversity management has a significant impact on holistic business management. This is confirmed by both positive and negative relationships between the characteristics analyzed. Originality/value: Little research does relate to the assessment of operations in terms of diversity management or evaluation of the diversity potential and their impact on the holistic (including soft and hard aspects) management of the enterprise. This creates a re-search gap and implies the possibility of acquiring real knowledge of the impact of diversity management on the functioning (soft and hard aspects) of a modern enterprise. [ABSTRACT FROM AUTHOR]

Purpose: The benefits of gender diversity in the workplace are well-established. Consequently, many organizations have policies or programs in place to encourage hiring women. Despite this, the gender gap remains, particularly in terms of compensation and promotion and progress appears slow. This paper aims to examine the benefits of gender diversity and common approaches to enhance it. It then reviews lessons from global research and suggests applications. Design/methodology/approach: This practitioner study reviews the literature to identify arguments for gender equality in the workplace, progress in gender equality and common organizational approaches to equality. It presents snapshots of two global studies examining gender equality. It draws implications and applications from these studies. Findings: Gender equality remains elusive and difficult to achieve despite efforts on the part of leaders to encourage it. Insights from research provide compelling reasons in terms of organizational outcomes for female hiring, development and promotion. Additionally, insights into organizational culture help leaders identify barriers to gender equality. Originality/value: This paper presents insights into the need for and benefits of gender equality in organizations. A review of two global studies provides compelling reasons for leaders to recommit themselves to their gender equality and address needed changes in organizational culture. [ABSTRACT FROM AUTHOR]

Purpose: The coronavirus disease 2019 (COVID-19)-induced response policies initiated by the Indian states disproportionately impact the employment of different groups in terms of gender, caste and religion. This study analyses the impact of the COVID-19-induced labor policies on employment inequality across different groups in India. Design/methodology/approach: The authors identify different exogenous COVID-19-induced labor policies initiated by the Indian states, and synthesize them into direct and indirect labor policies. The authors employ a panel model to examine the impact of COVID-19-induced labor policies on employment inequality. Findings: The authors find that the direct and indirect labor policies induce a decline in the employment rate, and create employment inequality among gendered and religious sub-groups. Females and Muslims have not significantly benefited from the COVID-19-induced labor policies. However, disadvantaged caste groups have benefited from direct and indirect labor policies. Research limitations/implications: The time period during which this research was conducted was quite brief, and the qualitative impact of labor policies on employment inequality has not been accounted for. Practical implications: This study unravels the distributive impact of the COVID-19-induced direct and indirect labor policies on the well-being of vulnerable laborers. Social implications: The study provides novel empirical evidence of the beneficial role of a proactive government. This study's findings suggest the need for specific distributive labor policies to address employment inequality among gender and religious groups in India. Originality/value: The study employs new data sources and synthesizes the COVID-19-induced labor policies into direct and indirect labor policies. In addition, the study contributes to understanding the impact of COVID-19 induced direct and indirect labor policies on employment inequality across gender, caste and religious sub-groups in India. [ABSTRACT FROM AUTHOR]

This article argues that the test used to determine the constitutional validity of a federal statute on the basis of the national concern branch of Parliament's power to legislate for the peace, order and good government of Canada should be revisited. It will then present statistics and observations on reviews before discussing challenges with parliamentary review provisions from a legal and parliamentary perspective.

With progress in the fight for workplace equality for employees who do not have a cisgender identity, discrimination towards members of oppressed social classes is slowly becoming more covert. The paper studies two groups of stakeholders in organizations, non-cisgender employees and HR personnel, across multiple sectors to understand the provisions, challenges and implementation needs of such employees. Provisions and needs of non-cisgender employees as organizational members were studied. These included the sufficiency of imperative workplace facilities, provisions and policies for inclusion, the facilities and provisions for equal compensation, maternity and parental benefits, and remote working conditions. Anti-harassment and anti-sexual harassment policies in the workplace, along with the willingness to report any incidents, were included. The importance of inclusivity as practiced in the organization and measures like allyship has been studied. HR managers were asked about the feasibility of implementation of progressive measures that help non-cisgender employees through infrastructure and anti-discrimination policies, inclusivity measures, bias at the workplace, measures to counter and prevent sexual harassment and abuse, allyship and creation of a noncisgender friendly culture at their workplace. It was found that basic resource allocation and allyship can be facilitators for inclusivity. [ABSTRACT FROM AUTHOR]

To reduce discrimination and achieve a sustainable integration of an increasingly diverse workforce, organizations invest considerable time and money into diversity training. Despite these efforts, corporate diversity training oftentimes is not effective, as it does not sufficiently enable training participants to constructively deal with diversity. We specify the underlying barriers to learning that may cause diversity training to fail: The trainees' tendency to keep quiet about their thoughts or to voice them in a dogmatic manner, which is likely to lead to latent or manifest conflicts, hindering learning. We also show why the currently dominant diversity-training models--labeled according to their objectives as "equal opportunities," "integrating minorities," and "inclusion via 'me' within 'we'"--do not suffice to overcome these barriers to learning, largely due to dysfunctional beliefs of the trainers, as these shape learning processes, and thus, training success. Proposing that tolerance acts as a vehicle to overcoming the barriers to learning in diversity training, we introduce a training model focused on fostering tolerance and sustained by tolerance-supportive trainer beliefs. We discuss training measures that could aid the development of tolerance in trainees, limitations of our tolerance-centered diversity training, and venues for future research. [ABSTRACT FROM AUTHOR]

This study examines the status quo of workplace gender (in)equality research in the Chinese context. By reviewing 173 articles from 96 English journals throughout 1988–2020, it reveals that various forms of discrimination still exist against women in the labour market and workplaces. In particular, the persisting, and arguably widening, gender pay gap reflects not only the sticky floor, but also the glass ceiling, effects. The review also shows that researchers have tended to favour quantitative more than qualitative methods. While a range of theoretical perspectives has been mobilized to explain manifestations of gender inequality, a critical feminist approach has been rare for political, institutional, cultural, and research capability reasons. Moreover, there is limited interest in the notion of (gender) diversity management, suggesting that diversity management has not yet become part of the strategic HRM research in the Chinese context. Similarly, extant HRM and organizational behaviour research rarely treats gender (in)equality as a key construct to illuminate the potential effect of such a (perceived) form of organizational injustice on the well-being of female and minority male employees. Based on our review analysis, we identify several opportunities for future research to advance workplace gender scholarship and practice. [ABSTRACT FROM AUTHOR]

The article looks at the work of African American law professor Benjamin G. Davis in fast-track international commercial arbitration. Topics discussed include the role of diversity, inclusion and equality at the International Chamber of Commerce (ICC) in the creation and replicability of the fast-track international commercial arbitration, elements of a viable fast-track procedure according to Davis, and the possible role of diversity in the development of the procedure.

This paper proceeds from the premise that true change can only be realized after first coming to terms with harsh realities. The murder of George Floyd in 2020 sent shock waves throughout our collective conscience resulting in a racial reckoning unlike any other in modern history. Calls for change throughout Corporate America had organizations pledging millions of dollars toward the cause of racial justice. But now, over one year later, has there been a significant change in workplace equality following heightened awareness to diversity, equity, and inclusion policies in organizations, or have we settled back into the status quo? This paper will examine obstacles to achieving the level of workplace culture shift needed to claim a spot as a true EEO employer. While generally addressing all legally protected classifications, the paper will specifically focus on racial discrimination in the workplace by exploring root causes of racism through a human behavioral lens. Historical research and legal case studies have shown that racism can be found in all areas of society and racial discrimination in the workplace has existed for numerous decades, however, the Black Lives Matter movement and social unrest of 2020 have found a platform at a time when all aspects of the issue are converging, thereby making the time ripe for changes in legislation and challenging employers to reimagine workplace policies on diversity, equity, and inclusion. [ABSTRACT FROM AUTHOR]

A robust body of research examines factors affecting the likelihood that women experience increasing barriers to promotion in workplaces. However, limited research examines how racialized and gendered processes may intersect and work differently for racially and gender marginalized workers. Specifically, the processes relating to a worker's ability to reach middle-level management positions (e.g., those managers who oversee a small group of employees) and senior-level management positions (e.g., CEOs and other executive positions) may vary based on workers' race and gender. Using 2015 EEO-1 data collected by the U.S. Equal Opportunity Employment Commission (EEOC), we examine how the characteristics of a workplace affect Black men, Black women, White men, and White women's share of middle- and senior-level management. We find Black women and Black men are strikingly under-represented in both middle and senior management in private-sector workplaces. Our results demonstrate that access to middle- and senior-management varies by the characteristics of the workplace and workers' race and gender. Overall, our findings point to an important implication: Greater oversight of workplaces, including by the EEOC, is associated with marginalized race/gender groups having higher shares of management. [ABSTRACT FROM AUTHOR]

A lesbian, gay, bisexual, and transgender workplace equality policy (LGBT-WEP) helps signal and reinforce the organizational commitment to workplace equality and diversity. Prior evidence suggests that LGBT-WEP is viewed favorably by stakeholders (customers, employees, and channel partners) and influences firm performance. Drawing on stakeholder theory and the resource-based view of the firm, the authors examine whether LGBT-WEP influences customer satisfaction through marketing capability and whether demand instability dampens these associations. To alleviate endogeneity concerns of LGBT-WEP, they exploit the plausibly exogenous state-to-state variations in workplace equality policies determined by statewide laws on nondiscrimination based on sexual orientation. Empirical results indicate that LGBT-WEP positively influences customer satisfaction both directly and through enhanced marketing capability. Demand instability, however, dampens these associations. Additional analyses with alternate measures of key variables, alternate distributional assumption, and alternate model specifications yield consistent results. [ABSTRACT FROM AUTHOR]

This article explores how gender interacts with race, ethnicity, and/or culture to structure the microaggressions experienced by visibly and culturally diverse women in Australian science, technology, engineering, mathematics, and medical (STEMM) organisations. Our aim is to disrupt the normative erasure of race from the workplace diversity context by focusing on these women’s experiences. We conducted 30 semi-structured interviews with women in academia, industry, and government who self-identify as women of colour or as culturally diverse. We use an intersectional lens to show that the challenges experienced by visibly and culturally diverse women cannot simply be subsumed under gender. Rather, race and gender intersect to create overlapping and interdependent systems of discrimination and disadvantage. These issues are largely unintelligible in STEMM fields as science is positioned as gender- and race-neutral. Consequently, despite their devastating impact, racial microaggressions may be invisible to members of the dominant racial group—those most likely to be the peers and managers of visibly and culturally diverse women. White managers and peers can act as allies to women of colour in STEMM by respecting and amplifying their concerns. Learning to recognise and confront racial microaggressions can help make science workplaces more inclusive of all scientists. [ABSTRACT FROM AUTHOR]

In the article, the author discusses how to achieve a successful racially diverse workforce, particularly in the U.S. legal profession. Also cited are the efforts in the legal sector to ensure justice, equity and equality, how legal professionals will continue experiencing the bystander effect if they will not take action in advancing workplace diversity, and some diverse lawyers like Thurgood Marshall, Sandra Day O'Conner, and Sonia Sotomayor.

The purpose of this study was to examine the prevalence, antecedents, and outcomes of diversity training in intercollegiate athletics. Data were collected from senior level administrators and aggregated to the department level for NCAA Division I (n = 239), Division II (n = 205), and Division III (n = 231) athletic departments. Only 53% of the athletic departments offered training. Logistic regression indicated that gender diversity, sexual orientation diversity, divisional affiliation, and the presence of a proactive diversity culture were all predictive of whether the department offered training. Additional analysis indicated that sensitivity to individual needs and understanding different cultures were the topics most covered in the training. Finally, the motivation for training (either compliance- or effectiveness-based) and the degree to which the training was systematically integrated were predictive of transfer of training, with the latter variable holding the strongest association. Implications, limitations, and future directions are discussed. [ABSTRACT FROM AUTHOR]

Research on organizational diversity, heterogeneity, and related concepts has proliferated in the past decade, but few consistent findings have emerged. We argue that the construct of diversity requires closer examination. We describe three distinctive types of diversity: separation, variety, and disparity. Failure to recognize the meaning, maximum shape, and assumptions underlying each type has held back theory development and yielded ambiguous research conclusions. We present guidelines for conceptualization, measurement, and theory testing, highlighting the special case of demographic diversity. [ABSTRACT FROM AUTHOR]

Functional diversity in teams, while potentially beneficial, increases the likelihood that individual team members will perceive the team's task differently, leading to gaps between teammates' interpretations of what is needed for the team to be successful. These representational gaps are likely to create conflict as teammates try to solve what are essentially incompatible problems. Understanding how these general mechanisms work should deepen our understanding of information processing and conflict in diverse teams. [ABSTRACT FROM AUTHOR]

Not all instances of gender inequality are equally concerning. An emphasis on women's underrepresentation in Science, Technology, Engineering, and Math roles (STEM) has not been matched by a similar concern about men's underrepresentation in Healthcare, Early Education, and Domestic roles (HEED). The current research investigates whether and why people perceive gender imbalances in male-dominated careers (STEM and leadership) as more problematic than gender imbalances in female-dominated, caregiving careers (HEED). Results from four studies (total N = 754) document a tendency to more strongly support the inclusion of women in male-dominated careers, compared to the inclusion of men in female-dominated careers. This asymmetry in support for social action towards change is predicted by beliefs about what the ideal gender representation should be and the perceived causes of gender imbalances in each career type. Notably, gender representation in careers (and not salary) is the key factor underlying discrepant support for change (Study 4). • Gender imbalances are perceived differently for male- vs. female-dominant careers. • Stronger support for social change when women (vs. men) are underrepresented. • External barriers are thought to constrain gender balance in male-dominated jobs. • Motivation is thought to constrain gender balance in female-dominated jobs. • Asymmetrical support for change is predicted by gender distribution, not salary. [ABSTRACT FROM AUTHOR]

The article explores the gaps in the material realities of both journal editors and the journals they create and addresses the questions they relate to scholarly publishing in rhetoric and composition journals. Topics covered include a model of journal leadership that encompasses inclusion activism, defined as an intentional effort to ensure participation, access and leadership opportunities to people of all backgrounds, and strategies for advancing diversity in the field.

Workforce diversity is considered an indicator of successful diversity and equal employment opportunity initiatives. In Kenya, it is a legal requirement for all public establishments to seek to represent the diversity of the population in employment of staff. This study analyses ethnic and gender representativeness and heterogeneity of the workforce in public universities. The results show over-representation of certain ethnic groups and non-compliance with diversity requirements in most universities. Variations between universities with regard to workforce heterogeneity are not statistically significant. However, the link between workforce heterogeneity and degree of urbanisation of university location is statistically significant. The conclusion is that compliance with legal requirements does not necessarily translate into representativeness and heterogeneity of the workforce. A shift from legal compliance to planned increase in numbers of under-represented gender and ethnic groups through diversity initiatives that identify and address barriers to equal employment and discriminatory employment practices is recommended. [ABSTRACT FROM AUTHOR]

Despite the achievements gained towards increased gender diversity in corporations, the issue is far from being settled. Today, the pursuit for increased gender diversity extends to tackle who should sit on the board of directors. In fact, this debate is not country specific. There has been an increasing debate about policy mandating women participation on boards (WOB) worldwide. And the recent period has witnessed growing research examining the impact of female board membership on firm value, but the evidence remains inconclusive. In a market whereby women's presence in top positions remains lesser socially acceptable, the importance of investigating the impact of such policy mandates is even greater. Egypt is unique context to investigate, because despite its institutional barriers to women roles, it is on the verge of change post the aftermath of the "Arab Spring". Using a unique dataset, we investigate the impact of women board diversity on firm performance on a sample of 114 Egyptian firms, which represent active Egyptian nonfinancial publicly listed firms with data available for the year 2013. After accounting for firm size, board size, industry, and CEO duality, our findings reveal a positive significant association between percentage of women on board (WOB) members and firm value (ROE). For robustness, we also use Tobin Q as an alternative measure. We find this direct effect to be positively moderated by industry (service sector). The results highlights the positive impact of female board membership on firm value as measured by ROE and Tobin Q, despite social barriers to female leaders, indicating a positive direction to the perceived legitimacy of increased WOB at a unique time in Egypt's history. The paper provides implications for management policies to prepare more females for senior roles and address the false preconceptions about expected market reactions to the appointment of females on boards. [ABSTRACT FROM AUTHOR]

Two experts on increasing women and underrepresented minorities in computing discuss the current landscape in academia and industry, presenting steps that organizations—and you the reader—can take to bring about changes to increase diversity and inclusion. [ABSTRACT FROM AUTHOR]

This article analyzes how race has been studied in organization scholarship and demonstrates how our approaches to the study of race reflect and reify particular historical and social meanings of race. It is argued that the production of knowledge about race must be understood within a racial ideology embedded in a Eurocentric view of the world. Finally, a "re-vision" of the very concept of race and its historical and political meaning is suggested for rewriting "race" as a necessary and productive analytical category for theorizing about organizations. [ABSTRACT FROM AUTHOR]

This study examined empirically the effects of 13 appraisal system characteristics on the verdicts rendered in 66 employment discrimination cases. Of the 13 characteristics, 5 were found to differentiate between judgments for the plaintiffs and the defendants. Implications of these findings are discussed, including their use in the prediction of case outcomes. [ABSTRACT FROM AUTHOR]

Data from qualitative field studies of 22 cross-race (African-American and white) supportive work relationships between pairs of junior and senior people are used to examine how people's strategies for dealing with the issue of race affect the kind of relationship that develops between the two and whether the senior person becomes merely a sponsor for the protégé, providing him or her with career support such as advocacy for promotions, feedback, and coaching, or whether the senior person becomes a mentor, offering psychosocial support and friendship along with instrumental career support. The study showed that the parties' preferred strategy for dealing with racial difference-either denying and suppressing it or discussing it openly and whether both parties preferred the same strategy influenced the kind of relationship that developed. Only when the parties preferred the same strategy did the more supportive mentor-protégé relationship develop. The paper provides a model of how racial dynamics affect cross-race developmental relationships. [ABSTRACT FROM AUTHOR]

This article explores how employers, unions and governmental agencies in the United States are likely to be faced with civil rights issues in their own places of employment more sharply and sooner than many seem to have contemplated. Management is not exempt from responsibility in the situation that has developed. Over the long run, law will move into areas when management does not exercise responsibility regardless of election outcomes. A discussion is presented about the changing role of African Americans in the U.S. work environment.