Minorities in the workplace

Minorities in the Workplace: What impacts are there on career advancement for individuals who share the same social identity as their employer?

Arasli, H., Arici, H. E., &ÇakmakoğluArici, N. (2019). Workplace favoritism, psychological contract violation, and turnover intention: Moderating roles of authentic leadership and job insecurity climate. German Journal of Human Resource Management, 33(3), 197-222.

Authors Arasli et al., 2019 assert that the impacts of favoritism tend to affect the workplace turnover system. When employers saw aspects of laxity and intentional favoritism to some employees, then there would not be any organizational order. Cultural identity at work is a common phenomenon as this concept of employee favoritism dilutes roles and responsibilities. The authors further explain that”…moderating roles of job insecurity climate and authentic leadership in family firms”(p.179). The psychological contract between employer and employee is usually violated when there are no fairness and commitment concerning job security. It is the mandate of the management to ensure their employees’ organizational as well as personal goals for higher positions and more responsibilities are realistic and achievable. The claim is that the family firm has an element of unfair and favoritism to some workers, which makes it difficult for career advancement.

In most cases, there is a lower turnover when some employees are either related or have a close association and intention with the family firms. Career goals for non-beneficiaries in the firms are challenging as their merit would determine if they would advance in other higher positions. Conclusively, job security in family firms tends to be slim as chances for career advancement mostly is reserved for family friends, relatives which promote an unhealthy workplace environment.

Allen, T. D., French, K. A., & Poteet, M. L. (2016). Women and career advancement: Issues and opportunities. Organizational Dynamics, 45(3), 206-216.

According to (Allen, French, and Poteet, 2016) posit that women and career advancement are impacted by how both government and the organization handle the aspect of diversity and disparities. The article further explains how women in careers are affected by poor gender policies, which reduces discrimination. The career advancement of women is a problem in many organizations due to the factor of social and cultural discrimination and bias. Women are considered minorities in their workplaces. The authors contend that governments have the responsibility to created laws and also enacted regulations with the intent to promote fairness among identities. The setting up of effective policies and publishing the organizational guidelines has the benefit of helping employees progress in their careers. Motivational techniques like wages/salary payments require equality to enable retention, better performance. It is the mandate of both employees and organizations to avoid unfairness and any discriminatory practices. Employers who show favoritism to workers with the same identity promote ideas of employment discrimination and prejudice.

Moreover, women and other minorities benefit from organizational diversity in the workforce. Finally, the authors view that diversity at the workplace tends to have the impact of promoting equity in the specific work environment, interaction among coworkers, and supporting women’s advancement into leadership roles. Government policies and regulations aim to promote organizational dynamics like decentralization and work specialization in connection to women’s career advancement. Employers should promote gender equality in administration and operations.

Ayega, E. N., &Muathe, S. (2018). A critical review of literature on cultural diversity in the workplace and organizational performance: A research agenda. Journal of Human Resource Management, 6(1), 9-17.

Cultural diversity is imperative for minorities as it binds different groups of employees. The authors explain how diversity impacts the ages and gender of employees. Employers should promote organizational culture and gender equality. There are minorities in the workplace, for example, disabled employees who are sometimes treated unfairly by employers since they are not of the same identity. The fact is that there are relationships and correlations between workplace diversity in matters of ethnicity, which influences job satisfaction in a multicultural environment. The authors also examined the various roles of the level of communication in a diverse environment and how it affects coworkers in moderating the relationship. Conclusively, organizations have the responsibility of promoting proper cultural diversity management, which enables a better competitive advantage. There is a need to increase organizational performance through cultural diversity. Finally, gender equity plays a big role in career advancement as women can progress and motivate themselves. Equal opportunities by the employers ensure that standards and regulations are adhered keeping in mind the need to ensure quality healthcare.

Alvarez, S. N. E., Jagsi, R., Abbuhl, S. B., Lee, C. J., & Myers, E. R. (2019). Promoting gender equity in grantmaking: what can a funder do?. The Lancet, 393(10171), e9-e11.

According to Alvarez et al., 2019 contend that the underrepresentation of women in certain sectors is an issue in America. Additionally, women have equal opportunities as men in getting higher ranks in fields like medicine and science, but due to gender disparities, there are fewer in numbers in the USA. Medical professionals are over 50% who are men in well-established careers. It is important to state that the career advancement of female scientists mainly gets affected by gender bias and discrimination. The level of inequality in terms of disparities in this study is related to salary and grant application review processes. Women are rarely approved for grants for scientific projects mainly because of gender gaps. The concepts highly affected career advancement for female scientists in this particular field. It is fair to contend that gender equality and underrepresentation in the workplace prevent career growth for women compared to me. There are more career advancement and development for men due to fewer stereotypes, gender violence, bias, or discrimination. Conclusively, employers who do not promote diversity in the workplace tend to have cultural and identity issues.

Bowles, H. R., Thomason, B., & Bear, J. B. (2019). Reconceptualizing what and how women negotiate for career advancement. Academy of Management Journal, 62(6), 1645-1671.

Gender in career is a delicate topic in which gender gap and identities are getting ignored that affects career development. The article explains how women and men negotiate in a matter of salary/wages and positions. Men are usually more successful in negotiating. The article further emphasizes that women are disadvantaged because of gender bias and discrimination. The employers listen more to men in compensation negotiations than women, which means that gender disparities are highly evident in the workplace. It is difficult for women to progress in higher pay or positions when they cannot fully negotiate their position with their employers. The high rate of gender inequality, according to (Bowles, Thomason, and Bear, p. 1645, 2019) avers that attainment of leadership for women posses issues due to low diversity elements in the organization. Women are restricted from gaining more power and leadership roles. Management must give women more positions in organizations as well as their negotiation opportunities. Women negotiate for career advancement with the intent to have more role development. Men are usually given more opportunities for more leadership roles and career advancement compared to women. It is unfair and unethical for employers to favor men in the company. An example has a male manager as well as all the departmental heads would lead to more gender gap, which would influence the negotiation for women to attain compensation or advance to their employment.

Brown, L. R. (2020). Diversity Management, Career Planning, and Career Advancement for Women (Doctoral dissertation, Walden University).

According to Brown (2020) posit that the career advancement of women in Male-dominated industries is minimal due to the numerous gender disparity in America. The competition of gender representation in the automotive industry in the USA shows that there is a lot of gender gap issues in matters of critical decision-making positions. However, this study further explores the relationship of diversity management to career planning, and also career advancement. Women are viewed as minorities in the United States, mainly in the automotive industry. The bias concept plays a role in marginalizing women in certain groups in society. Career advancement in the automobile industry among women has a lesser promotion, which provides bias of the employer. The gender gap in management is a crisis in the US, as women feel that they are not well presented in many industrial sectors. Skills and merit are the essential key components for career planning in which masculinity impacts the careers of women. Conclusively, career planning and advancement are influenced by diversity management since it promotes gender equality and solving the gaps which impact their progress in certain sectors.

Butkus, R., Serchen, J., Moyer, D. V., Bornstein, S. S., &Hingle, S. T. (2018). Achieving gender equity in physician compensation and career advancement: a position paper of the American College of Physicians. Annals of internal medicine, 168(10), 721-723.

In the medical field, it is imperative to posit that the physician workforce mainly comprises women around 46%, which proved that the health care industry considered the promotion of women at the workplace. According to Butkus et al., 2018 contend that there is a need for gender diversity and sensibilities in the health industry. The gender underrepresentation affects the corporate and social balance in which shows there is no identity diversity. Additionally, career advancement for female physicians is usually slim, but due to gender equality legislation for employment, there has been an increase of women in health care organizations. There are a lot of disparities in compensation and position advancement, which affects physicians, especially women. The authors further recognize that there is a need for equal opportunities in this field, and women should not be viewed as minorities in a Male-dominated industry. The successful integration of gender equity lies in the selection and recruitment process for health care organizations. Factors that impacted gender equity include lack of mentors in which reduces the chances of women progressing in higher positions at tr health care organizations’ discrimination. The aspect of gender bias that supports masculinity is the origin of medicine and discoveries, which closes the door for women in this field. The article views that positive cultural environment of the workplace enabled to promote gender equity and reduce the issue of prejudice against minorities.

Carrim, N. M. (2019). Minority Employees’ Ethnic Identity in the Workplace. In Oxford Research Encyclopedia of Business and Management.

Ethnicity plays a significant role in the workplace, which, in some cases, provides the employees with opportunities to perform interactively with other members in a diverse environment (Carrim, 2019). It is essential for both employers and employees to express their identities, for instance, ethnic identity, so that it can promote diversity and equality. When there is a distinctive organizational culture at the workplace, then it would give minorities in the firm opportunity to be vocal and interactive. It would enable individuals to showcase their skills and ability with the intent to get promoted as one way of advancing their career goals. The author further elaborates that ethnic identity creates a sense of belonging in which minorities tend to find in any workplace environment. It is imperative to understand that ethnicity in America is very diverse as many Hispanic, African Americans, and Asians as minorities work harmoniously and togetherness in companies. Excellent performance and merit are the two factors that determine career advancement in a diverse work environment. It is relative to understand that employers have the responsibility to promote fairness during promotion and career advancement period so that it can increase healthy internal competition for both minorities and majorities on and ethnical perspective. Finally, the importance of ethnic identity in this article is to show how employees of different ethnic backgrounds can work interactively to achieve both personal and organizational goals.

Dispenza, F., Brown, C., & Chastain, T. E. (2016). Minority stress across the career-lifespan trajectory. Journal of Career Development, 43(2), 103-115.

Minorities in the workplace usually get stressed because of their job security, which is characterized by a short career lifespan in a non-diverse environment. Ethnic, cultural, and sexual identities are some concepts that cannot be ignored in a workplace in which employees are treated according to their orientation. According to Dispenza, Brown, and Chastain (2016) contend that sexual minority individuals like lesbian, gay, and bisexual, are likely to be experience element of minority stress because of work discrimination. Secular minorities at work are affected due to concealment by their employers. Work usually has stress when there is dissatisfaction among the employees.

In most cases, such minorities expect aspects of rejection from other employees or managers. There are situations in which excess internalized heterosexism is applied at the workplace, which reduces the sense of freedom and progress of the minorities in question. The article further reports that the lifespan of sex minorities gets shorter in a work environment because of issues that arise, which makes the work stations unbearable. The author views sexual minorities as one of the workplace identities that are discriminated against because of their orientation. Managers should treat their workers with dignity, fairness so that they might have a longer life span in their specific careers.

Hudson, M., Netto, G., Noon, M., Sosenko, F., de Lima, P., &Kamenou-Aigbekaen, N. (2017). Ethnicity and low wage traps: favoritism, homosocial reproduction, and economic marginalization. Work, Employment and Society, 31(6), 992-1009.

According to Hudson et al., 2017 confirms that the low wage trap usually focused when the benefit is reduced, and taxation increased due to rises earning for a particular employee. In a large, diverse ethnical workplace, it is essential for management to employ positive discrimination to solve these issues as minorities get adversely impacted when they progress through their careers in terms of earnings and workload. Minorities and majorities are to be treated fairly by their employers to promote ethnic diversity with the employees. The article tends to analyze the relationship that exists between cultural differences among employees, social connections with the various structural opportunities. When there is limited accessibility to both legitimate educational and occupational, it will reduce proper opportunities structure at work. The article posits that favoritism influences the concept of both ethnic advantage and privilege (p.992). Conclusively, employers must ensure that there are less low pay traps against workers and ensuring that there are lesser restricted opportunities of ethnic minority workers.

Javdani, M. (2019). Visible minorities and job mobility: Evidence from a workplace panel survey.

In a study carried out in Canada explains that in both inter and intra-firms, job mobility is present in the country because of unequal opportunities in the companies. The idea of nationality differences matters a lot in an organization in which impacts various identities. Female visible minorities have fewer promotional opportunities in an organization. Wage returns are elements whereby it promotes a lot of inter-firm mobility, and when there is unequal pay on minorities, then it is likely to transfer or shift. Furthermore, the author quotes, “… male visible minorities are similarly likely to move between firms compared to their white peers; visible female minorities are less likely to change employer.” ( Javdani, 2019).

Canadian-born tends to have substantial career development in terms of position advancement. It is important to understand that race and ethnicity plays a major role in wage returns s the number of time an employee gets promoted. It is vital to note that promotion opportunities for minorities vary due to race and ethnicity. The study explains how Canadian born employees are higher chances of progressing in their careers. The author confirms that labor market discrimination is the main contributor to job mobility; hence it is essential to understand that both inter and intra-firm mobility is influenced by the way wages are paid as well as number or chances of promotion. Conclusively, firms that have no effective payroll or wage payment system, it would make the minorities feel unappreciated and underpaid. The fact is that job mobility to an outside firm is the search for better opportunities for minorities.

Khattab, J. (2017). Make Minorities Great Again: a contribution to workplace equity by identifying and addressing constraints and privileges (No. EPS-2017-421-ORG).

When there is the underrepresentation of minorities in an organization, then it explains that the management is trying to signal bias as it blocks the road to leadership and career advancement. How an employer treats minorities and majorities would determine the relationship and atmosphere in that organization. However, management and leadership progression are profoundly impacted by stereotypes and bias from the top management. Employers who prevent minorities from climbing up leadership roles cause workplace inequality (Khattab, 2017). The author gives a mechanism for leadership careers and how minorities can overcome bias. It is a fact that equalizing privilege between employers and specific employees is required to ensure equity among both the majority and minorities in the organization. Conclusively, privileged employees tend to progress in their careers compared to discriminated and underrepresented identities. In a diverse work environment, employers have to show commitment and present equal opportunities for both ethnic, cultural, and as well as sexual majorities and minorities.

Loo, D., & Gutiérrez, A. (2019). The Internal and External Factors Contributing to the Underrepresentation of Women and Ethnic Minorities in the Workplace: Intersections, Interventions, and Implications.

Authors Loo and Gutiérrez contend that there are many factors in which contribute to the underrepresentation of both women and ethnic minorities, especially in most senior and top-level positions, and some of them are race and nationality. It is essential to posit that minorities in foreign countries have a difficult time progressing to the executive position during bias and discrimination regardless of their qualifications. The article further explains how people of color get affected by the way organizations have a negative perception. For example, women cannot advance to top-level management due to institutional injustices that occur at the workplace. The authors extend their position as they believe that corporate initiatives are imperative to bring justice and fairness at the workplace for the minorities. The identification of gaps in existing workplace culture can be solved by reducing the level of underrepresentation in the workplace. Women and ethnic minorities adversely get impacted since the management views them as lesser important to the progress and productivity of the company. In the US, it is a fact that Hispanic /Mexican migrants are the vast laborers or manpower in the country, but it has been discarded regardless of their contribution to the GDP through blue-collar jobs.

Moreover, the severity of minority underrepresentation in the workplace reduced career growth and any limits a y future advancement in top positions. The effectiveness of implementing diversity and inclusion initiatives are some of the concepts that would fill in the gaps that are within the structures of firms. Conclusively, employers have the mandate to ensure that inclusion and diversity are promoted to ensure both majority and minority on ethnicities and sexes are represented equally.

Li, S. X. (2020). Group Identity, IngroupFavoritism, and Discrimination. Handbook of Labor, Human Resources and Population Economics, 1-28.

According to Li (2020) avers that labor market discrimination is highly evident in the business world. The impact of increased levels of the salience of in-group identity mostly leads to insult, hatred, and anger related relationships. When there is a high instability of cooperative attitude between employers and employees, then the ethnic groups would face adverse career challenges. Nevertheless, the author Li contends by elaborating on how there is not of intergroup discrimination that affects identities at work. It is imperative that management in any firm to address biased group identity that is highly toxic with in-group favoritism. Minorities cannot progress in their career if there is out-group discrimination. In every organization, there are minimal groups not included the decision making of the organization. In cases which salient group identity has the power and leadership roles tend to influence a lot of decision-making and any form of strategic setting in the firm.

Marcelin, J. R., Manne-Goehler, J., & Silver, J. K. (2019). Supporting inclusion, diversity, access, and equity in the infectious disease workforce. The Journal of infectious diseases, 220(Supplement_2), S50-S61.

In the field of medicine, workforce diversity and inclusion is an issue as there is a lot of minority discrimination and segregation. As a competitive industry, this field has a lot of social disparities as certain ‘individuals’ like the level of education and classes in which determines the type of position one gets in the medical field. The article explains that the presence of gender, racial, ethnic disparities is part of the representation in health care organizations. The way management view certain identities usually changes the way they are treated, for example, on matters of compensation and career development. Women and minorities are defined as insignificant in the workforce. It is important to address these disparities so that workforce is experience diversity ( Marcelim et al., 2019). The authors confirm that there is great importance in encouraging healthcare leaders to apply various integrative metrics and data analysis with the intent to identify workforce equity gaps. The concept of career development in a hostile environment towards race, ethnicity, and other identities posses a threat to job security. The fact is that when the workforce and the employer have the same race or ethnicity, then there would be a lot of bias and discrimination on other minorities in matters of operations, pay, performance, and motivation strategies like position promotions. Employees are advised to pursue opportunities that have diversity and cultural empathy to advance their career since racial and ethnic disparities adversely impact alot of careers.

Park, S. G., Kang, H. J., Lee, H. R., & Kim, S. J. (2017). The effects of LMX on gender discrimination and subjective career success. Asia Pacific Journal of Human Resources, 55(1), 127-148.

Authors Park et al., 2017 emphasize that there is a lot of gender discrimination that impacts career paths. In the matter of subjective career success, which involves the self-evaluation of the employee? It entails earning, achievement, relations with the firm, and performance. The authors tend time to establish the relationship of leader-member exchange, also known as the (LMX) and how to influence gender discrimination. Employed women tend to identify themselves as minorities because of the high masculinity in the workplace. In this perspective, gender discrimination is evident in American companies in that there is Lee’s gender equality. This aspect means that women have been stereotyped to be housewives and not employed. Some organizational promotions are usually met with high discrimination, thus affecting career advancement among women—the lesser numbers of women in leadership, and issues with unequal gender wage. The concept of discrimination affects career development among women, as some management views them as a minority in the workplace.

Rattan, A., &Dweck, C. S. (2018). What happens after prejudice is confronted in the workplace? How mindsets affect minorities’ and women’s outlook on future social relations. Journal of Applied Psychology, 103(6), 676.

According to Rattan and Dweck (2018) asserts that prejudice confrontation changes the perceptions of employers when employees rebel and resists to unfairness and bias. The article further explains that organizations are increasingly changing their structure so that they can accommodate any ethnicities as well as different identities. There must be American firms that consistently foster diversity. Employer-employee relations and communication should be geared toward diversity and collaboration. According to this research, it profoundly focuses on the way in reducing prejudice and biased behavior of the employer. Career advancement for women and minorities in a prejudiced company is likely to stagnate because of the poor choice and will to confront management against prejudiced relations, attitudes, comments in the workplace. Conclusively, when an employee embraces a growth mindset, they would be able to above their career goals regardless of their minority status in both ethnicity and identities. Management has to fully contribute to the success of workplace diversity through the protection of women and minorities in this manner, and they would have solved the issue of prejudice confrontation and expressions of bias.

Sharma, S., & Mann, N. (2018). Workplace discrimination: The most critical issue in managing diversity. Management techniques for a diverse and cross-cultural workforce (pp. 206-223). IGI Global.

Managing diversity influences career development in an organization for individuals who are minorities. According to Sharma and Mann (2018) explains that discriminatory behavior at work highly leads to low morale and performance for minorities. Managers have the tasks to ensure that excellent performance and progress are rewarded regardless of the identity the employee tends to be engaged or relate. An employee who seeks favors because they are related or have the same identity with the employer/management tend to take advantage of getting promotions and more responsibilities which adversely affects diversity. The article explains that a diverse workforce and cross-cultural techniques to solidify good relations within the companies are some of the procedures in which management should focus. On the contrarily, majorities in the company, especially if the employer is included, then it makes it hard for the minorities to progress in their careers due to unfairness at work.

Suharnomo, A. Y., Wahyudi, S., &Wikaningrum, T. (2017). A systematic literature review of managing workplace diversity for sustaining organizational competitive advantage. International Journal of Mechanical Engineering and Technology (IJMET), 8(12).

According to (Suharnomo, Wahyudi, and Wikaningrum, 2017 ) states, the sustainability of organizational requires collective responsibility of both managers, and The purpose of the article is to show how workplace diversity improves employees’ performance and ensure a high level of organizational effectiveness. The concept of workplace diversity promotes good work relations among employees. The fact is that favoritism and bias of the employer to their employees affected career paths, primarily if management is associated with majorities. Ethnicity at the workplace diversity influences customer relationship, improves creativity, task flexibility, and innovation. A favored employee usually breaks norms and rules of the workplace, for instance, low turnover, intentional absenteeism, and unjustified lawsuits. More importantly, career development and advancement can be promoted when employers enhance workplace diversity. The sustainability of any business requires equal opportunities, effective performance, and career development. The article concludes that the positive impact of workplace diversity motivates better management, and fairness in career advancement for any ethnicity and identity.

Vassilopoulou, J., Merx, A., &Bruchhagen, V. (2019). An Overview of Diversity Policies in the Public and Private Sector That Seek to Increase the Representation of Migrants and Ethnic Minorities in the Workplace: The Case of Germany. Race Discrimination and Management of Ethnic Diversity and Migration at Work (International Perspectives on Equality, Diversity, and Inclusion, 6, 59-79.

According to the article, it explains how diversity policies have broad importance to supporting minorities in understanding that they have an impact on better representation of disadvantaged social groups. One of the issues the authors asserted was how migrants were greatly affected by poor diversity policies that affect their career advancement. The fact that ethnic minorities and women are usually harassed by discriminatory employers, the authors of this article view that disabled persons and older workers and other sexual orientations in the workplace are discriminated which limits their productivity. In Germany, some firms have an issue with diverse in that is fused within their corporate culture. Diversity policies and norms in corporations impact the organizational culture and relationship. It is imperative to understand that minorities like migrants in German face challenges of cultural assimilation and acculturation at the workplace. On page 59 -79, it contends that policies and instrument implementation concerning migrants and ethnic minorities have an impact at the workplace. Finally, the point of view in this article is to elaborate on the importance of diversity policies, instruments in foreign countries, and how minorities in culture and sex get affected. Disadvantaged social groups and identities face discrimination from their employers since they do not share the same identity with the corporation or management. Employers must create to formulate policies that would increase employee interaction and foster fairness in career development. It is a fact that diversity in corporate culture has the benefit of promoting unity and better performance among the employees.

Bibliographies

Alvarez, S. N. E., Jagsi, R., Abbuhl, S. B., Lee, C. J., & Myers, E. R. (2019). Promoting gender equity in grantmaking: what can a funder do?. The Lancet, 393(10171), e9-e11.

Allen, T. D., French, K. A., & Poteet, M. L. (2016). Women and career advancement: Issues and opportunities. Organizational Dynamics, 45(3), 206-216.

Bowles, H. R., Thomason, B., & Bear, J. B. (2019). Reconceptualizing what and how women negotiate for career advancement. Academy of Management Journal, 62(6), 1645-1671.

Brown, L. R. (2020). Diversity Management, Career Planning, and Career Advancement for Women (Doctoral dissertation, Walden University).

Carrim, N. M. (2019). Minority Employees’ Ethnic Identity in the Workplace. In Oxford Research Encyclopedia of Business and Management.

Dispenza, F., Brown, C., & Chastain, T. E. (2016). Minority stress across the career-lifespan trajectory. Journal of Career Development, 43(2), 103-115.

Javdani, M. (2019). Visible minorities and job mobility: Evidence from a workplace panel survey.

Khattab, J. (2017). Make Minorities Great Again: a contribution to workplace equity by identifying and addressing constraints and privileges (No. EPS-2017-421-ORG).

Li, S. X. (2020). Group Identity, IngroupFavoritism, and Discrimination. Handbook of Labor, Human Resources and Population Economics, 1-28.

Park, S. G., Kang, H. J., Lee, H. R., & Kim, S. J. (2017). The effects of LMX on gender discrimination and subjective career success. Asia Pacific Journal of Human Resources, 55(1), 127-148.

Sharma, S., & Mann, N. (2018). Workplace discrimination: The most critical issue in managing diversity. Management techniques for a diverse and cross-cultural workforce (pp. 206-223). IGI Global.

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