Page 246 - Microaggressions in Everyday Live Race, Gender, and Sexual Orientation

220 microaggressive impact in the workplace and employment

White, heterosexual, male employees, even when they hold positions that are
similar to those of employees of color, women, or LGBTs. Because the inter-
actions are likely to be frequent and sometimes sustained, microaggressions
may be difficult to avoid because of the amount of interaction required with

coworkers. The bullying experienced by employees of color has been described
as “ subtle and often unconscious manifestations of racism in the form of inci-
vility, neglect, humor, ostracism, inequitable treatment ” that causes extreme
distress and has a negative impact on work productivity (Fox & Stallworth,
2004). Not only do these microaggressions cause emotional turmoil, but they
result in decreased job performance leading to detrimental conclusions by
coworkers that their minority counterparts are less capable and competent.

Superior - to - Subordinate
Superior - to - subordinate relationships are especially difficult for employees of

color, women, and LGBTs because the power discrepancy is great and obvious.
Some support is found, for example, that relationships between minority employ-
ees and nonminority supervisors have a greater impact on stress levels than
relationships between minority employees and their peers (Fox & Stallworth,
2004). When microaggressions are delivered by supervisors or superiors,
minority employees describe lower life and job satisfaction, organizational
commitment, morale, motivation, self - esteem, and work and family life sat-
isfaction. The behaviors they describe involve isolation, withdrawing from
work, lower work productivity, and working minimal hours despite tasks
being incomplete. In other words, microaggressions from superiors have massive
effects on the psyche and work productivity of the minority employee. Not
only does the employee suffer, but the company is not utilizing the talents
and potential contributions of the targeted person. Compounding the distress

felt by employees of color, women, and LGBTs is the conflict described earlier
of the catch - 22 in responding: “ Should I say something about the insult and
slight that just occurred, or should I just suck it up? If I choose to confront my
boss, what will the consequences be? Will I get a bad evaluation? Will I lose

that promotion? Will I be fired?” Such microaggressive conflicts are emotionally
painful and can lead to distancing, lesser commitment to the company, or even
resignation.

Promotion

Racial, gender, and sexual - orientation microaggressions contribute to the per-
ception held by many marginalized groups that promotion and advancement

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