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must be carefully crafted, implemented, and monitored. One working defi nition
proposed is the following:
We define a multicultural organization as committed (action as well as words)

to diverse representation throughout all levels, sensitive to maintaining an
open, supportive, and responsive environment, working toward and purpose-
fully including elements of diverse cultures in its ongoing operations, carefully
monitoring organizational policies and practices to the goals of equal access and
opportunity, and authentic in responding to changing policies and practices that
block cultural diversity. (Sue & Constantine, 2005, p. 223)
This definition contains several important components that must be opera-

tionalized to have meaning (Sue, 2008). First and foremost is the observation
that marginalized groups continue to occupy the lower rungs of employment
and that true multiculturalism and diversity must be at all levels. This leads
to issues of underrepresentation and questions such as “ What forces are
preventing certain groups from being recruited, retained, and promoted? ”
and “ What must be done organizationally to overcome these inequities? ”
Second, organizations must create and maintain an open and supportive
environment, free of all microaggressions. The climate of an organization can
either enhance or negate the work of employees. Third, the phrase “ carefully
monitoring organizational policies and practices ” and “ authentic in respond-
ing to changing policies and practices ” speaks to the long - term journey that
organizations must take: Authenticity and commitment must be present, and
change implies addressing those forces that block diversity.

Culture - Bound Performance Appraisal Systems: The Myth
of Equal and Differential Treatments

Earlier in this chapter, an example was given about how performance
appraisal systems unfairly discriminated against Asian American employees
from being promoted to managerial or upper executive level positions. All
organizations are composed of many interlocking subsystems (communica-
tion channels, support services, human resources, chain of command, etc.) that
are glued together by policies, practices, and structures. Rules governing
the operation of these systems and how workers should behave often attain

“ Godfather ” - like status (Sue, 1995). The most influential of the subsystems
is the performance appraisal that serves a gate - keeping role because it contains
the actual criteria and standards used to determine who is to be hired, where
they will work, and what levels in the organization they will attain.

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