Andrew F. Johnson , Katherine J. Roberto , Stephanie L. Black , Faiz Ahamad
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引用次数: 3
Abstract
Some groups more commonly experience negative effects from biases in the workplace than others, in part, from a lack of universal anti-discrimination protections. While strong protections exist for some groups, others are often left to rely on a patchwork of legal protections and corporate policies to guard against bias. This article draws from social identity, stigmatization, and intersectionality theories to bring attention to susceptible classes, or those individuals who are stigmatized by society but not effectively shielded against discrimination by workplace protections. This article advances the Employment Protections and Stigmatization Classification Model typology. This model provides categorization based on the level of stigmatization individuals face and the degree to which employment protections provided by various entities are effective in reducing workplace bias and discrimination. Further, it allows for consideration and comparison of stigmatized groups across time, jurisdictions, and organizations. Three stigmatized classes are offered as examples to advance further understanding of the model.
期刊介绍:
The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding.
Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.