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Workplace/Employment: Overcoming Systemic Biases 223

First, while the criteria used to define leadership and managerial potential

might be applicable to some groups (White males), it might be biased and inap-
propriate for others. Women, for example, who use a much more collaborative
and relational approach to accomplishing goals as opposed to a competitive and
task - oriented one may be overlooked as leadership material. Asian American
employees who may “ shun the spotlight ” but be very effective in working behind
the scenes are not visible to those in positions who determine promotion.
Second, it must be noted that performance appraisal systems serve gate -
keeping functions that determine who is hired, retained, and promoted. If
they, themselves, are culture - bound and biased toward employees of color,
women, and LGBTs, disparities in employment will continue to exist. Programs,
policies, and practices flow from performance appraisal systems; they are

powerful organizational forces that determine who rises in an organization
and who does n o t. Changing these biased policies and practices requires con-
siderable work because a change in standards ultimately means that those
groups who have benefited may no longer enjoy an advantage over others

(Sue, 2008). Biased performance appraisal criteria have system - wide effects on
the workplace. They perpetuate “ glass walls ” and “ glass ceilings ” that foster
occupational segregation and restrict movement within a company, as well as
maintain the status quo within an organization (Rowe, 1990).

ADDRESSING MICROAGGRESSIONS IN
THE WORKPLACE

If racial, gender, and sexual - orientation microaggressions are so subtle and
disguised, how do companies begin to address the detrimental effects of their
workplace? What can business, industry, educational institutions, municipali-
ties, health care agencies, and governmental agencies do to make the workplace
more accepting and welcoming and ameliorate the harm of microaggressions?
Several important changes and activities can be undertaken to enhance the
valuing of underrepresented groups in work sites. Changes must occur at both
the systemic and individual levels.

WORKPLACE/EMPLOYMENT: OVERCOMING
SYSTEMIC BIASES AND MICROAGGRESSIONS

Studies on organizational culture, climate, and change suggest that work
environments, through their philosophy, vision statements, and values, can
directly affect the social identity contingencies of devalued groups in our

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