Page 134 - Discrimination at Work The Psychological and Organizational Bases

5. ORGANIZATIONAL-LEVEL DISCRIMINATION
103
workers for career success, and to provide employees and managers with
the skills necessary to interact effectively with diverse others (Hanover
& Cellar, 1998; Wentling & Palmas-Rivas, 1997). In addition to diversity-
specific training, the availability of career development training for diverse
employees is an important antecedent of discrimination in that it influences
the effectiveness with which diverse employees can compete for promo­
tions within organizations. Organizations that institute succession plan­
ning or fast-track development programs, in which qualified employees
with management potential are identified and properly trained, exhibit
lower levels of discrimination (USDOL, 1995). These programs are most
effective in reducing discrimination when they are designed to specifically
enhance the competencies and thus the potential promotion of disadvan­
taged groups to line management positions.
Benefits The elimination of institutional biases is facilitated by making
it easier for employees to balance work and family role demands. Family-
friendly benefits include time-based strategies such as flextime, telecom­
muting and leave policies; information-based strategies such as referral
programs, child and elder care support groups, and help with retirement
planning; money-based strategies such as flexible benefits, tuition reim­
bursement, and benefits for spouses, domestic partners, and dependents;
and direct services such as on-site day care and legal and psychological
counseling (Button, 2001; Lobel & Kossek, 1996; Mills, 2000). In addition,
policies for scheduling and holidays communicate the extent to which an
organization values different religions, and the breadth of accommodation
policies for employees with disabilities are critical antecedents of discrimi­
nation against disabled workers (Roberts, 1996). It is important to recognize
that by addressing only the most visible problems of employees—such as
child care—organizations risk discriminating against childless employees
or against people with less visible problems such as alcoholism. Therefore,
programs that incorporate all kinds of diversity and lifestyles are the most
effective at reducing discrimination.
Grievance Procedures Despite care that is taken in the design and im­
plementation of HR practices, employees may still perceive that they have
experienced discrimination. Thus, it is important to have grievance proce­
dures in place that give employees an opportunity to voice their concerns
to the company and provide an opportunity for conflicts to be resolved
internally rather than externally in the court systems (Jackson & Schuler,
2003). Indeed, the mere presence of grievance systems that overtly offer the
possibility to lodge a grievance can help reduce perceptions of inequitable
treatment (Gordon & Bowlby, 1988; Olson-Buchanan, 1996). However, it
is important to recognize that the design of grievance systems itself may
inadvertently favor certain groups and thus perpetuate discrimination in