Racialised professionals’ experiences of selective incivility in organisations: A multi-level analysis of subtle racism

Mustafa Bilgehan Ozturk,Aykut Berber

doi:10.1177/0018726720957727

Mustafa Bilgehan Ozturk, Aykut Berber

Open Access

https://doi.org/10.1177/0018726720957727

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Abstract

This article explores how racialised professionals experience selective incivility in UK organisations. Analysing 22 in-depth, semi-structured interviews, we provide multi-level findings that relate to individual, organisational and societal phenomena to illuminate the workings of subtle racism. On the individual level, selective incivility appears as articulated through ascriptions of excess and deficit that marginalise racialised professionals; biased actions by white employees who operate as honest liars or strategic coverers; and white defensiveness against selective incivility claims. On the organisational level, organisational whitewashing, management denial and upstream exclusion constitute the key enablers of selective incivility. On the societal level, dynamic changes relating to increasing intolerance outside organisations indirectly yet sharply fuel selective incivility within organisations. Finally, racialised professionals experience intersectional (dis-)advantages at the imbrications of individual, organisation and society levels, shaping within-group variations in experiences of workplace selective incivility. Throughout all three levels of analysis and their interplay, differences in power and privilege inform the conditions of possibility for and the continual reproduction of selective incivility.

Highlights

Owing to the global rise of right-wing extremist ideologies, diversity is at a critical juncture (Nkomo et al, 2019)
The ubiquity of honest liars and strategic coverers are important in understanding the continuity of selective incivility, despite the increasing social rejection of racism in rhetorically inclusive organisations
White defensiveness explains why calling out racism can ironically seem more offensive than subtly racist behaviours, and it points to an important mechanism unaccounted for by the selective incivility framework

Summary

Introduction

Owing to the global rise of right-wing extremist ideologies, diversity is at a critical juncture (Nkomo et al, 2019). Despite decades of equality legislation, workplace racism remains a persistent problem (Dickens, 2007; Quillian et al, 2017; Seifert and Wang, 2018; Stainback and Tomaskovic-Devey, 2012). Research shows that increased racial diversity is associated with better organisational outcomes, ranging from greater market share to larger profits (Herring, 2009; Smulowitz et al, 2019). Negative diversity climate perceptions surrounding race are associated with absenteeism, reduced commitment and increased turnover intentions for minority workers (Avery et al, 2007; McKay et al, 2007; Triana et al, 2015), which can indirectly depress organisational performance. Racism continues unimpeded at all levels and across all job types, causing problems for both racialised workers and the organisations in which they operate

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