Reactions to allegations of discrimination

Abstract

Purpose

The purpose of this paper is to examine alleged perpetrators' reactions to being accused of discrimination.

Design/methodology/approach

The paper examines how the mode of confrontation as well as the perpetrator's status relate to the alleged perpetrator's state of anger and the likelihood of providing a justification to the victim. To test the hypotheses, the authors conducted an experimental design using an organizational scenario.

Findings

The mode of confrontation predicts the likelihood of providing a justification to the victim. The paper also found that both anger and the likelihood of providing a justification for a charge of discrimination are higher when the mode of confrontation is indirect and the alleged perpetrator is the supervisor.

Research limitations/implications

An organizational scenario limits the realism of the study such that results may not generalize to actual organizational settings (Stone, Hosoda, Lukaszewski and Phillips). In addition, the response rate was low. Nevertheless, a full understanding of issues related to reactions to alleged discrimination will depend upon research conducted in a variety of settings under a variety of conditions.

Practical implications

It is unlikely that direct confrontations will be instrumental in correcting misperceptions of discriminatory behavior. Organizations need to provide training on how to manage confrontation episodes as an opportunity to mitigate perceived mistreatment.

Originality/value

Which mode of confrontation is best? Indirect confrontation is associated with a higher likelihood of the alleged perpetrator providing a justification for a charge of discrimination, particularly when the alleged perpetrator is the supervisor. However, anger is also higher when supervisors are confronted indirectly about allegations of discrimination.

Citation

Fernanda Wagstaff, M., del Carmen Triana, M., Peters, A.N. and Salazar, D. (2013), "Reactions to allegations of discrimination", Journal of Managerial Psychology, Vol. 28 No. 1, pp. 74-91. https://doi.org/10.1108/02683941311298878