Organizational segregation

2007
germany

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

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: 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: 10.1016/j.ijintrel.2014.06.003

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: 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: 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: 10.2478/v10199-012-0048-1

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