Page 403 - Discrimination at Work The Psychological and Organizational Bases

370
research suggests that until conceptions of affirmative action and the role it
plays in selection decisions is changed, there may be a tendency to assume
that affirmative action has been involved in selection, with the result being
derogation of the selectee. HEILMAN AND HAYNES
OTHER ORGANIZATIONAL EFFORTS: DIVERSITY PROGRAMS
Thus far this chapter has focused on the implications of affirmative action
policies as a tool used to combat discrimination in the workplace. We have
presented evidence that a stigma of incompetence results from association
with affirmative action efforts and demonstrated that women and minori­
ties thought to be beneficiaries of affirmative action are inferred to be less
competent that those thought to be selected on a merit basis. But affirmative
action programs are not the only organizational efforts directed at reme­
dying inequities caused by discrimination. Initiatives to actively ensure
and promote demographic diversity also have abounded. It is therefore
important to consider whether these efforts have effects that are similar or
different than affirmative action efforts.
In recent years organizations have implemented a variety of diversity
management programs, estimated to exist in as many as half of the com­
panies in the United States with more than 100 employees (Lubove, 1997).
These programs are aimed at systematically recruiting, promoting, and re­
taining a heterogeneous array of employees throughout the ranks of the
organization. Diversity programs seek to increase the presence and partic­
ipation of women and minorities at all organizational levels and seek to
maximize the benefits of an increasingly diverse workforce for organiza­
tional functioning (Richard & Kirby, 1998).
However, diversity programs, by their nature, may give rise to the same
unintended problems as those produced by affirmative action programs.
Although the goal of achieving workforce diversity often is aimed at al­
lowing organizations to maximize their competitive advantage, it is likely
to be perceived otherwise; it is likely to be seen as yet another way of giv­
ing preferential treatment to women and members of minority groups. If
this is the case, then diversity programs may also cause their presumed
beneficiaries to be viewed as incompetent. Kelley's discounting princi­
ple once again provides a theoretical framework for understanding these
potentially deleterious consequences. Because diversity efforts draw at­
tention to demographic group membership and place special value on
that membership, they are likely to supply onlookers with a plausible and
salient explanation for selection decisions independent of qualifications.
As a result, the role an individual's qualifications played in the personnel