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Microaggressions in the Workplace/Employment 219

recruited and the company ’ s reception area prominently displays framed
pictures of an all - white male board of directors, and an all - male management
team, the overall atmosphere is one of threat and devaluation to one ’ s social
group identity (environmental microaggression) (Purdie - Vaughns et al., 2008).
When the company has low minority representation in the workforce, this
constitutes a powerful statement that advancement opportunities are slim,
and women are likely to see the company as unwelcoming.

Retention

Even when underrepresented groups make it into the workplace, companies
may continue to have difficulty retaining them. Low retention rates may be

the result when minority groups are constantly bombarded by organizational
policies, practices, programs, and structures that make them feel unfairly
treated (Sue, Lin, & Rivera, 2009). This is often compounded by interpersonal
microaggressions, or what is referred to as “ microinequities ” or “ the vast
power of the small slight ” (Hinton, 2004). While large, overt racial or gender
gaffes and overt obvious acts of discrimination or prejudice may be addressed
in the workplace by a quick remedy such as sensitivity training, how does
one deal with microaggressions that involve speaking to a Black employee in
a condescending tone of voice (second - class citizenship), not responding to a
female coworker ’ s ideas (invisibility), and indicating discomfort in the pres-
ence of an LGBT employee (homophobia)? Such microaggressions are equally

disruptive and harmful, but more difficult to address. They are manifested in
being ignored or not invited to lunches by coworkers, receiving little feedback
or mentoring, closer supervision, the boss forgetting or mispronouncing your
name, being assigned to lesser job tasks, and a continuing onslaught of other
verbal microaggressions.
Within the workplace, microaggressions can occur in peer - to - peer or superior -
to - subordinate relationships (Sue, Lin, & Rivera, 2009). These interactions,
along with organizational policies and practices, constitute the organizational
culture and climate.

Peer - to - Peer
Peer - to - peer microaggressions occur between individuals who occupy an
equal status relationship in the organizational chart, but do not necessarily

experience an equal amount of power and influence. The ability to defi ne
reality and to influence people in an organization generally resides with

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