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Tokenism involves the symbolic involvement of a person in an organization due only to a specified or salient characteristic (e.g., gender, race/ethnicity, disability, age). It refers to a policy or practice of limited inclusion of members of a minority, underrepresented, or disadvantaged group. The presence of people placed in the role of token often leads to a misleading outward appearance of inclusive practices. The term token is derived from the Old English word taken, which means “to show.” Thus tokenism exists because inclusion of the person or group is required or expected, not because of inherent value.

Psychological research suggests that tokenism may occur when members of the underrepresented group comprise less than 15% of the total environmental organizational context they are a part of. Furthermore, when there is only a single representative of a given group in an organizational environment, he or she is considered to have what is termed solo status.

Historically psychological research has focused on the experiences of (White) women as they tried to achieve full participation in the workplace. However, in recent years racial and ethnic minorities, people with disabilities, gay men, lesbians, and the elderly have been increasingly the focus of research regarding the effects of tokenism in the workplace. Tokenism, or the role of one as a token, does not necessarily indicate mistreatment or injustice. However, as a result of unfair and inequitable practices, tokenism is associated with several negative outcomes.

Consequences

Tokenism has both individual and organizational impacts. On the individual level a person in the role of a token may feel dehumanized, stereotyped, marginalized, and depersonalized. Quality of life, mental and physical health, and potential for success in the organization may be compromised. For example, this person may begin to question his or her qualifications or abilities, and negative outcomes may result, such as pressure to conform, feelings of isolation, lowered morale, or depression. A person in the role of a token may experience a “glass ceiling” in the organization; that is, his or her success or ability to advance is limited by unseen forces because they are symbolic rather than full participants in the organization.

Token status is more likely to have negative consequences for members of groups that are lower in status or are more culturally stigmatized. Research has indicated that people who feel like tokens may experience challenges as underrepresented members of their specific social context. Three of these challenges are visibility, role encapsulation, and contrast. Visibility entails the perception that others pay a disproportionate amount of attention to people who feel like tokens and are hypervigilant concerning their actions and behaviors. Consequently, those who are in the position of token may feel they are constantly being examined or evaluated. Persons who feel like tokens in an organization may feel intensely self-conscious about how they react to their environment because of the expected and/or internalized pressure to represent their entire minority group.

Role encapsulation entails the group dynamic where a person is forced to play a role based on stereotypes of their group. For example, a racial/ethnic minority psychology faculty member may be expected to only teach classes related to multiculturalism, regardless of their area of expertise. Token status may produce negative consequences for members of traditionally underrepresented and stigmatized groups by increasing feelings of distinctiveness based on group membership, which can increase the salience of negative stereotypes or stereotypical expectancies.

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