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In the first paper, Brown investigates the consequences of informal and formal disclosure, including filing workplace complaints in response to workplace mistreatment, emphasizing discrimination, harassment, and retaliation. Her research explores the complex nature of the grievance process outcomes and consequences and their effectiveness in safeguarding employees who choose to report or formally file complaints. Her paper addresses a significant gap in the literature by examining the impact on employees who consider and decide to engage in the grievance process, filling a theoretical and empirical void that spans decades (Klaas, 1989). Her study advances theory by employing grounded theory to study these social and psychological processes. She develops an organizational punishment- industrial discipline nomological network of what employees can expect when engaging in the formal, informal, or even consideration of workplace grievance processes and how this network is moderated by ethnicity and age. Her study extends organizational punishment- industrial discipline theory to include retaliation and revenge, as well as intentional actions such as ostracism in person and virtually, and individual and institutional gaslighting. Findings from 50 qualitative interviews and archival records concerning 160 employees indicate many participants experienced negative professional consequences such as adverse performance reviews, blacklisting, constructive discharge, reduced work contracts, and diminished career opportunities. Additionally, participants reported negative physical, psychological, and emotional impacts, from weight gain to feelings of revictimization, hypervigilance, and imposter syndrome. Despite the potential empowerment felt by a minority, her study underscores the pervasive challenges, including lack of confidentiality, investigation, and due process within grievance procedures. The resulting nomological network provides a nuanced understanding of the multifaceted consequences faced by employees who engage in or consider engaging in formal disclosure processes. The second project by Opoku, Waldman, and Wright posits that companies are increasingly devoting attention to diversity, equity, and inclusion (DEI) in their workforce. However, numerous anecdotes have appeared in the press and social media of how corporations supposedly frame and implement their DEI strategies, with some people interpreting them as excessive, performative, and ineffective. They seek to understand if such characterizations are accurate as viewed by the individuals who oversee DEI strategies. Therefore, their study aims to provide a qualitative examination of how organizations are implementing their DEI strategies and the pushback they may receive from various stakeholders. Through their in-depth interviews with 16 Chief Diversity Officers (CDOs) from Fortune 500 companies, they uncovered seven pivotal themes: (1) Prioritizing D, E, and I; (2) Balancing Equity and Merit; (3) Emphasizing Business vs Social Concerns; (4) Implementing DEI Strategies; (5) Dealing with Resistance; (6) Modeling through Leadership; and (7) Managing DEI across Geographies. Their findings contribute comprehensive insights that suggest a balance approach rather than an "all or nothing" approach. The third study, conducted by Sisco and Carter, posits while individual actions and attitudes contribute to racism, it is crucial to recognize that racism can manifest in broader societal structures and institutions, such as the workplace and our workforce. In this study they explore how Black, Indigenous, and other People of Color (BIPOC) draw upon their Indigenous and cultural knowledge to navigate racially insensitive barriers in the workplace. They also use the theory of racialized organizations to understand how racism in the workplace continues to operate at the organizational level. Their research is guided by two research questions (RQ): 1) What Indigenous and cultural knowledge approaches are practiced by racial minorities in the workplace? and 2) How is racism and/or racialization described in studies that examine Indigenous and cultural knowledge approaches at work? Results from RQ1 provide critical insights about the coping strategies and resilient ideologies adopted by racial minorities at work, which has direct implications on employee well-being and employee empowerment. For RQ2, the application of the racialized organizations theory serves as a valuable perspective for comprehending how workplace racism constrains the agency of BIPOC individuals and hinders their ability to access essential organizational resources and cultural assets necessary for navigating racialized hierarchies. Finally, the empirical study conducted by Sisco, Fashant, Carter, and Evan posits that over the past decade, organizations have become more transparent about their diversity and inclusion challenges, and they have become more openly involved in sociopolitical affairs. This has led to a greater need for diversity management (DM). Given the relatively new focus of DM within profit-seeking organizations, efforts concerning diversity, equity, and inclusion (DEI) have become integral to organizational culture and sustainability. Their study seeks to understand how DEI professionals practice diversity management during this emerging era of racial reform and restorative justice. Another aim of their research is to examine how the racial identity of DEI practitioners influences their work. Their focus was further refined to concentrate on White DEI practitioners who are paid to perform DEI work (e.g., training, data analytics, legal, recruiting, etc.) for their employer. To explore this phenomenon, 10 participants were interviewed about their DEI work experiences, perceptions, and ambitions for DEI. Within the discussion of the findings, they articulate the paradoxes encountered by the participants, particularly concerning limitations to antiracism initiatives in the workplace and their personal affirmations regarding race consciousness. Navigating HR and DEI Frontiers: Challenges, Transformative Strategies, and Cultural Dynamics Author: Rose Brown; Cornell U. Author: Salome Opoku; Arizona State U. Author: David A. Waldman; Arizona State U. Author: Patrick Wright; U. of South Carolina Author: Stephanie Twin Sisco; U. of Minnesota Author: Angela Carter; Clemson Author: Crystal Fashant; Metropolitan State U. Author: Rebecca Jean Evan; Metropolitan State U. Author: Beth Ann Livingston; U. of Iowa [ABSTRACT FROM AUTHOR] |
