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| "Gender, Ethnic Diversity and Career Advancement in the Workplace: The Social Identity Perspective"
Prof. Dr. Crawford, R. B. (2004), with Professor Chow, Irene,
First Published in: Society for the Advancement (SAM) of Management - Advanced Management Journal, 69 (3): 22-31 Summer, 2004.
Original Appearance: "Gender, Ethnic Diversity and Career Advancement in the Workplace: The Social Identity Perspective" Irene Hau Chow, The Chinese University of Hong Kong, Hong Kong Ronald B. Crawford, University of Greenwich, United Kingdom
Introduction Effectively managing demographic diversity in the workplace is an increasing challenge. Attention is directed to the way that demographic composition shapes our organizational life. The justification for promoting diversity and multicultural work environment is based on the claim that such policies will create better decision-making processes in the organization, greater creativity and innovation, and increased business competitiveness (Cox, 1991). Organization can fully utilize its diverse human resource talents to sustain its competitive advantage and fulfills its compliance with requirements of equal opportunities.
Social identity theory (Tajful & Turner 1986; Ashforth & Mael 1989) suggests that people classify themselves and others into social categories based on some salient characteristics, such as gender, race and ethnicity. They identify more with members who are similar to their own category (in-group) than with out-group members. Such distinction and attachment affects their group- and self- attribution, including stereotypic attribution. The consequences of socially constructed identities are in-group favoritism, negative stereotyping and subordinating of out-groups, inter-group competition and role conflict (Wharton 1992). The bias and unfair treatments subsequently resulted in exclusion of minorities in group membership and important organizational decision-making, differential access to support, which in turn will jeopardize their career advancement opportunity. The perception of unfair treatment eventually creates an overall negative work environment for all employees (Capozza & Brown 2000). Generally, the less prejudicial personal attitudes and less discriminatory organizational policies, the more accepting of diversity (pluralistic) the organizational climate is (Cox, 1991).
The purpose of this study is to examine a number of pertinent issues regarding gender and ethnic group participation
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