Skip to main content icon/video/no-internet

Diversity represents one of the most important topics for managers today. Its primacy stems from various sources, including (1) demographic shifts around the world that correspond with more heterogeneous workforces; (2) changes in the nature and type of work, as well as employees’ attitudes toward work; (3) laws requiring equal employment opportunities for all persons; (4) social pressure for diversity and inclusion; and (5) the realization that employee diversity can meaningfully impact work outcomes. As a result, organizations have developed diversity programs aimed at attracting and retaining a diverse workforce. In some cases, these initiatives are also systemically integrated throughout the organization with the aim of improving organizational performance. Affirmative action represents a common, albeit controversial, diversity program. Members of some groups (e.g., racial minorities and women) have faced historical and institutional forms of prejudice, limiting their opportunities to enter into or progress in the workplace. In many cases, this form of discrimination is still present today. Affirmative action programs seek to rectify these injustices, taking into account demographic differences among employees. They are designed to increase the diversity of the workforce while also addressing and circumventing the racism and sexism firmly cemented in society.

Affirmative Action Programs

David Harrison and colleagues developed a typology that describes four types of affirmative action programs. First, opportunity enhancement programs represent pre-selection initiatives aimed at providing increased recruitment efforts and interview opportunities for members of under-represented groups; however, demographic characteristics are not taken into account during the selection process. The preselection activities are intended to increase the diversity of the pool of applicants, something that should consequently result in more diverse hiring. In the next category, equal opportunity programs, personnel decision makers are forbidden from assigning a weight to an applicant based on his or her demographic characteristics. Thus, discriminating against applicants based on their demographics is considered illegal, but engaging in intentional recruitment efforts or other activities that might advantage a target group is also illegal.

In tie-break programs, members of targeted groups are selected over their counterparts only when all other qualifications are equal. As such, members of underrepresented groups are assigned a small, positive weight in their favor. In the final category, strong preferential treatment, organizations give preference to members of targeted groups in the selection process, even when their qualifications are inferior to their counterparts. These programs are sometimes associated with quotas and their negative connotations. A number of researchers have examined people's attitudes toward affirmative action plans. Analysis of these studies across contexts and time shows that as the prescriptiveness of the plan increases (i.e., as stronger weights are assigned to demographic characteristics), attitudes toward the programs become increasingly negative. However, individual characteristics also influence attitudes toward the programs. Ceteris paribus, racial minorities, women, people who have experienced discrimination in the past, and individuals who believe that target groups are subjected to prejudice and discrimination are all more likely than their peers to support affirmative action plans. On the other hand, racists, people who hold sexist attitudes, and political conservatives are likely to oppose such programs.

...

  • Loading...
locked icon

Sign in to access this content

Get a 30 day FREE TRIAL

  • Watch videos from a variety of sources bringing classroom topics to life
  • Read modern, diverse business cases
  • Explore hundreds of books and reference titles

Sage Recommends

We found other relevant content for you on other Sage platforms.

Loading