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Article
Publication date: 24 August 2021

Isaac Emmanuel Sabat, Whitney Botsford Morgan, Kristen Price Jones and Sarah Singletary Walker

The authors aims to use stigma theory to predict and test a model wherein a person’s stage of pregnancy influences their workplace outcomes associated with pregnancy…

Abstract

Purpose

The authors aims to use stigma theory to predict and test a model wherein a person’s stage of pregnancy influences their workplace outcomes associated with pregnancy concealment behaviors.

Design/methodology/approach

The authors tested the model using two separate survey studies, examining these relationships from the perspectives of both the pregnant employees and their supervisors.

Findings

The authors find support for the model across both studies, showing that concealment of a pregnant identity predicts increased discrimination, but only for those in later stages of pregnancy.

Originality/value

To the best of the authors’ knowledge, this is the first study to examine how one’s stage of pregnancy impacts identity management outcomes. This is important given that pregnancy is an inherently dynamic stigma that becomes increasingly visible over time.

Details

Gender in Management: An International Journal , vol. 37 no. 1
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 25 April 2022

Ethan P. Waples and Whitney Botsford Morgan

The paper introduces a multi-level model to reduce prejudice through supporting diversity, equity, and inclusion (DEI) at the institutional, organizational, and individual…

Abstract

Purpose

The paper introduces a multi-level model to reduce prejudice through supporting diversity, equity, and inclusion (DEI) at the institutional, organizational, and individual levels. The purpose of the model is to provide theoretically undergirded pathways to explain how societal events calling for systemic changes in DEI practices can engage and inculcate such systemic changes in organizations and institutions.

Design/methodology/approach

The model draws upon macro-level (i.e. institutional theory and institutional logics) theories from sociology and strategic management, meso-level theories from leadership and strategy, and micro-level organizational behavior and human resource management theories.

Findings

Resting on open systems theory (Katz and Kahn, 1966) as a backdrop, the authors address how institutional changes result in organizational level changes driving multi-level outcomes of increased DEI, reduced prejudice in work-related settings, and performance gains. The authors suggest the recursive nature of the model can trigger institutional level shifts in logics or result in isomorphic pressures that further change organizational fields and organizations.

Originality/value

The contribution rests in a multi-level examination to help understand how environmental pressures can motivate organizations to enact broader changes related to social justice, specifically increasing efforts in DEI inside the operational aspects of the organization. By enacting these changes, the authors suggest the resultant positive changes in organizations will enhance culture and performance, creating isomorphic pressure for industry wide changes that may begin to move the needle on addressing systemic problems that feed prejudicial behavior in the workplace.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 21 January 2019

Sarah Singletary Walker, Enrica N. Ruggs, Whitney Botsford Morgan and Sandra W. DeGrassi

The purpose of this paper is to examine the extent to which racioethnicity influences perceptions of inclusion (i.e. information sharing, collective efficacy, satisfaction…

Abstract

Purpose

The purpose of this paper is to examine the extent to which racioethnicity influences perceptions of inclusion (i.e. information sharing, collective efficacy, satisfaction and relationship conflict) when working in racially heterogeneous groups.

Design/methodology/approach

Individuals were placed in groups in order to participate in ethical-decision making tasks.

Findings

Results reveal that individuals representing varied racioethnic groups are in general satisfied working in racially heterogeneous groups. However, reports of relationship conflict and information sharing varied as a function of racioethnicity.

Originality/value

The authors discuss possible rationales for differences in how racioethnic groups perceive and experience group processes over time as well as practical implications for social psychology and diversity in teams.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 38 no. 1
Type: Research Article
ISSN: 2040-7149

Keywords

Article
Publication date: 20 August 2018

Whitney Botsford Morgan, Johnathan Nelson, Eden B. King and Victor S. Mancini

The purpose of this paper is to clarify the nature of counterproductive work behavior (CWB) gender stereotypicality, and to consider whether despite efforts to…

Abstract

Purpose

The purpose of this paper is to clarify the nature of counterproductive work behavior (CWB) gender stereotypicality, and to consider whether despite efforts to systematically evaluate employees through formalized performance appraisal processes, gender-stereotypic bias is likely to enter into performance management systems.

Design/methodology/approach

Study 1 used archival data from 197 federal employees to explore actual punishment recommendations allocated to men and women who engaged in a variety of CWBs. Study 2 tested the causal effect of gender stereotypicality on punishment recommendations with 47 EMBA students who participated in a laboratory study.

Findings

Study 1 revealed an interaction between appellant gender and CWB stereotypicality with regard to termination decisions suggesting that women who engage in stereotypical (i.e. feminine) CWBs and men who engage in stereotypical (i.e. masculine) CWBs are more likely to be terminated than women and men who engage in gender counter-stereotypic CWB. Study 2 revealed that women (not men) tended to receive harsher punishment recommendations for stereotypical (i.e. feminine) CWB than for counter-stereotypical (i.e. masculine) CWB.

Practical implications

Findings illustrate that punishments are not universally extreme, as men and women are denigrated differentially depending on the stereotypicality of their behavior. The current research affirms that there are social constructions for evaluating performance that may continue to confound evaluations of performance.

Originality/value

This is one of the first studies to explore the gendered nature of CWB and supports the argument that prescriptive gender stereotypes shape reactions to CWBs.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 37 no. 6
Type: Research Article
ISSN: 2040-7149

Keywords

Article
Publication date: 29 April 2014

Kristen Jones, Kathy Stewart, Eden King, Whitney Botsford Morgan, Veronica Gilrane and Kimberly Hylton

Previous research demonstrates the damaging effects of hostile sexism enacted towards women in the workplace. However, there is less research on the consequences of…

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Abstract

Purpose

Previous research demonstrates the damaging effects of hostile sexism enacted towards women in the workplace. However, there is less research on the consequences of benevolent sexism: a subjectively positive form of discrimination. The paper aims to discuss these issues.

Design/methodology/approach

Drawing from ambivalent sexism theory, the authors first utilized an experimental methodology in which benevolent and hostile sexism were interpersonally enacted toward both male and female participants.

Findings

Results suggested that benevolent sexism negatively impacted participants' self-efficacy in mixed-sex interactions. Extending these findings, the results of a second field study clarify self-efficacy as a mediating mechanism in the relationship between benevolent sexism and workplace performance.

Originality/value

Finally, benevolent sexism contributed incremental prediction of performance above and beyond incivility, further illustrating the detrimental consequences of benevolently sexist attitudes towards women in the workplace.

Details

Gender in Management: An International Journal, vol. 29 no. 3
Type: Research Article
ISSN: 1754-2413

Keywords

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