Organizational segregation

Date and country of first publication

2007
Germany

Definition

At its current state, this definition has been generated by a Large Language Model (LLM) so far without review by an independent researcher or a member of the curating team of segregation experts that keep the Segregation Wiki online. While we strive for accuracy, we cannot guarantee its reliability, completeness and timeliness. Please use this content with caution and verify information as needed. Also, feel free to improve on the definition as you see fit, including the use of references and other informational resources. We value your input in enhancing the quality and accuracy of the definitions of segregation forms collectively offered in the Segregation Wiki ©.

Organizational segregation refers to the practice of separating people within an organization based on certain characteristics such as race, gender, age, or job position. This separation can occur in various aspects of the organization, including work assignments, social groups, decision-making processes, and promotions.

Organizational segregation can have negative effects on individuals and the overall organization. It can contribute to a lack of diversity, inclusion, and equal opportunities. For example, if certain groups are consistently assigned lower-level tasks or excluded from decision-making processes, they may face limited opportunities for advancement and growth within the organization. This segregation can also create a sense of isolation, exclusion, and unfair treatment among individuals who are part of marginalized groups.

To combat organizational segregation, it is important for organizations to adopt inclusive practices and policies that promote diversity, equal opportunities, and equitable treatment for all employees. This can include implementing diversity and inclusion training programs, providing mentorship and sponsorship opportunities, establishing diversity and inclusion councils, and ensuring that decision-making processes are transparent and free from biases.

Addressing organizational segregation requires a collective effort from all members of the organization, including leadership, management, and employees. By actively working towards creating an inclusive and equitable environment, organizations can benefit from diverse perspectives, increased innovation, improved employee satisfaction, and a stronger overall performance.

Further reading

Ruiz Ben E. (2007) "Defining expertise in software development while doing gender", Gender, Work and Organization, 14(4), pp. 312-332. . DOI: [htttp://doi.org/10.1111/j.1468-0432.2007.00346.x 10.1111/j.1468-0432.2007.00346.x]

Martell R.F.; Emrich C.G.; Robison-Cox J. (2012) "From bias to exclusion: A multilevel emergent theory of gender segregation in organizations", Research in Organizational Behavior, 32(), pp. 137-162. JAI Press. DOI: [htttp://doi.org/10.1016/j.riob.2012.10.001 10.1016/j.riob.2012.10.001]

Wallace J.E.; Kay F.M. (2012) "Tokenism, organizational segregation, and coworker relations in law firms", Social Problems, 59(3), pp. 389-410. . DOI: [htttp://doi.org/10.1525/sp.2012.59.3.389 10.1525/sp.2012.59.3.389]

Tourunen J.; Weckroth A.; Kaskela T. (2012) "Prisonbased drug treatment in Finland: History, shifts in policy making and current status", NAD Nordic Studies on Alcohol and Drugs, 29(6), pp. 575-588. . DOI: [htttp://doi.org/10.2478/v10199-012-0048-1 10.2478/v10199-012-0048-1]

Porter J.R.; Capellan J. (2014) "The ties that bind: Linking religious organizational segregation to the individual level closure of close friendship network's", International Journal of Intercultural Relations, 41(), pp. 32-44. Elsevier Ltd. DOI: [htttp://doi.org/10.1016/j.ijintrel.2014.06.003 10.1016/j.ijintrel.2014.06.003]

Porter J.R.; Capellan J. (2014) "The ties that bind: Linking religious organizational segregation to the individual level closure of close friendship network's", International Journal of Intercultural Relations, 41(), pp. 32-44. Elsevier Ltd. DOI: [htttp://doi.org/10.1016/j.ijintrel.2014.06.003 10.1016/j.ijintrel.2014.06.003]