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Microaggressions in the Workplace/Employment 221

in organizations is limited (Sue, 1991). Microaggressions that involve ignoring
or avoidance of culturally diverse groups in the workplace can place them
at a disadvantage in networking, mentoring, and access to a flow of infor-

mation important for advancing one ’ s career. In one study conducted in six
New England states, African American physicians were asked about their expe-
riences of racial bias in their places of employment (Nunez - Smith et al., 2007).
The microaggressions they noted included being infrequently invited to infor-
mation networking events, social gatherings, and other informal group activi-

ties: “ We won ’ t get invited to the picnic or to the dinner parties . . . and that is
where those jobs come up. . . . We ’ re not in the corridors of power ” (p. 47).
Oftentimes, the promotion or presence of minorities or women has the effect
of lessening the importance of a position in the eyes of White male workers.
Part of this problem is rooted in a belief that people or color and women are
less capable and their consideration for, or presence in, a supervisory position
means that it is less demanding and requires less skill. Support for this belief is

also reflected in female - dominated professions (nursing and teaching), where
occupational status is low, or by the fact that in occupations where women are

increasing their presence significantly (counselors, psychologists, etc.), status
and salaries may begin to decline. Statements such as “ You ’ re not ready yet ”
keep women in staff or service ghettos (the back room).

You can be a star at the mid - management level, but that ’ s it . . . . Men promote
other men to the top corporate levels, even if they ’ re mediocre. To have a woman
at the top is to lessen the position in many men ’ s eyes. I guess that ’ s why only
3 percent of senior managers in Fortune 500 corporations are women. (Blank &
Slipp, 1994, p. 159)

Perceptions of the capabilities and skills of underrepresented groups can
often interact with performance appraisal systems that provide criteria or job
descriptions for promotion. Some years back, a Fortune 500 company asked
an external consultant to work with Asian American employees in their
workforce. In a survey conducted by the company, large numbers of Asian
American workers expressed dissatisfaction with their roles in the organiza-
tion, believed that they were not promoted when qualified, and expressed a

desire to leave the company in the near future (Sue, 2008). Although they
constituted over 20% of the technical workforce, they were poorly represented
in upper management positions. The company acknowledged this problem
and was making a well - intentioned conscientious effort to rectify the situation.
They asked the male consultant if he would be willing to conduct assertiveness
and leadership training for the Asian American employees.

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