- Oxford Library of Psychology
- The Oxford Handbook of Workplace Discrimination
- About the Editors
- Subtle Discrimination in the Workplace: Individual-Level Factors and Processes
- Group-Based Experiences of Discrimination: Moving Beyond Cognitive Theories
- Organizations, Employment Discrimination, and Inequality
- Employment Discrimination as Unethical Behavior
- Gender Discrimination in the Workplace
- Racial Discrimination in Organizations
- Persons With (dis)Abilities
- Age Discrimination at Work: A Review of the Research and Recommendations for the Future
- Religious Group Discrimination
- Immigrants in the Workplace: Stereotyping and Discrimination
- LGBT Workers
- Family Responsibilities and Career Outcomes: Discriminatory and Nondiscriminatory Explanations
- Modern Discrimination
- Discrimination in Employment Settings
- A Primer on Equal Employment Opportunity Law and Contemporary Enforcement
- Legal Consciousness, Mobilization, and Discrimination Disputes at Work
- International Perspective
- Measuring and Defining Discrimination
- Individual Outcomes of Discrimination in Workplaces
- Impact on Perpetrators
- Impact on Organizations
- A Stigma Lens for Considering What Targets Can Do
- What Can Allies Do?
- Organizational Remedies for Discrimination
- How Much Has America Changed in 50 Years?: An Organizational Psychologist’s Take on Social Justice Progress Since the Civil Rights Act of 1964
- Can Scholarly Works on Discrimination Make a Practical Difference?
- Moving Forward from Inequality and Discrimination: Historical Global Perspectives
- Looking Forward: What Lies Ahead in Employment Discrimination Research?
- In Conclusion: Workplace Discrimination in Context
Abstract and Keywords
Discrimination involves treating people differently in the workplace because of some characteristic that is either relevant to their role in organizations (e.g., promoting someone because he or she possesses required knowledge and skill) or irrelevant (e.g., gender, attractiveness). Discrimination based on characteristics that are not relevant to roles in organization is potentially unfair and illegal. This chapter explores a number of potential explanations for unfair discrimination in organizations and highlights the way the need to make decisions under uncertainty increases the likelihood of discrimination. It also explores differences in the perspectives of organizational decision-makers and job applicants and incumbents. It further discusses studies and models of discrimination that suggest the operation of a mix of legitimate and illegitimate causes for workplace discrimination.
Kevin R. Murphy Department of Personnel and Employment Relations University of Limerick Castletroy, Ireland
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