Page 339 - Discrimination at Work The Psychological and Organizational Bases

ARTHUR AND DOVERSPIKE
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discrimination as one barrier to diversity such that its reduction and elim­
ination can be considered as one means of increasing diversity. In this
chapter, we explore the implications of research and theory on common
HR practices as they relate to the topics of reducing discrimination and in­
creasing diversity in organizations. In order to do this, we have identified
two major approaches by which organizations can change their practices
in order to reduce discrimination and increase diversity.
First, as discussed in previous chapters in this volume, HR practices
can result in adverse impact for underrepresented groups (e.g., women
and racial minorities). In some cases, this adverse impact can be fairly
substantial. Consequently, the question arises as to whether HR practices
can be altered or improved in ways that lead to reductions in adverse
impact and, subsequently, to increases in the representation of members
of affected groups in organizations. However within this context, we also
recognize that adverse impact does not necessarily reflect the presence of
unfair discrimination.
The second issue pertains to altering the behavior of majority group em­
ployees in the workforce to reduce discriminatory behavior and increase
diversity and multiculturalism. Thus, for instance, one might consider the
possibility of selecting employees who are less likely to show discrimi­
nation in the workplace. Relatedly, one could also consider interventions
such as diversity training or changes in compensation systems in an effort
to alter the behavior of majority group members. Regardless of the ap­
proach or perspective, the fundamental question is whether HR practices
can be used to alter the potentially discriminatory behaviors of majority
group members in ways that are practical, legal, and ethical. Although
not a major focus of the present chapter, one could also consider interven­
tions aimed at changing the behavior of the minority group members. For
instance, one could provide interviewing training, career coaching, test
preparation courses, realistic job previews, and training in how to cope
with discrimination with these interventions targeted at specified groups
such as women, racial minorities, and older workers.
HR practices can include a wide variety of initiatives or programs. We
have chosen to focus on three traditional areas of HR practice—staffing,
human resource development, and performance management. Although
we present each of these practice areas as separate topics, in reality they
are best conceptualized as interrelated parts of a system. Thus, changes in
one part of the system will have implications for other parts of the system.
Discrimination can be directed toward a wide range of target groups.
With regard to our choice of terminology in this chapter, we use the term
"minority" to refer to any target or underrepresented group. Thus, the term
is used in a very broad sense to refer to any group that might be victimized