Asian Employees Research Articles

Analysis of the Issue of Low Promotion Rates Among Asians in the United States

Asian Americans have a relatively high proportion of employees in the United States, but it is worth noting that there are very few Asian Americans who can hold executive positions in companies. This social phenomenon is unfair to capable Asians and may also affect the reputation of businesses as a result. The goal of this study is to identify the causes of the problem and raise awareness of the difficulties faced by Asian Americans in the labor force. This article uses statistical data and practical cases to examine the actual situation of Asian Americans in the United States and analyzes the reasons for the low promotion rate of Asian Americans in the workplace. Finally, based on the conclusions drawn, suggestions were provided on what measures the company should take to change this situation and how to help Asian employees achieve higher professional standards.

Cultivating a D&I Climate in the Workplace and Mitigating Microaggression Against Asian Employees: The Role of Strategic D&I Leadership and Motivating Language

abstract: The study addresses the D&I (diversity and inclusion) climate and microaggression challenges in workplaces from the perspective of Asian employees in the United States. Building on strategic leadership literature and motivating language theory, the research posits that strategic D&I leadership and leaders' motivational language can positively impact the D&I-related perceptions of Asian employees at work. A nationwide survey of Asian employees was conducted. The findings indicated that strategic D&I leadership both directly and indirectly promotes a positive D&I environment, diminishes microaggressions against minority employees, and strengthens organizational trust. Leaders' motivating language further aids in supporting D&I and diminishing microaggressions. The study's implications and limitations are further discussed.

General and Stereotype-Based Microaggressions Experienced by Asians and Asian Americans in the Workplace: A Qualitative Study

The purpose of this study was to uncover the racial microaggressions that Asians and Asian Americans experience in the workplace. Qualitative interviews and focus groups were conducted with 19 Asian and Asian American men and women, representing a variety of Asian ethnicities, with work experience in various industries. Results revealed seven themes of workplace racial microaggressions: (a) Invalidation of Individual Differences, (b) Unrecognized Contributions and Undervalued Employee, (c) Being Singled Out, (d) Demeaning Cultural Values and Communication Styles, (e) Ascription of Subservience, (f) Ascription of Diligence, and (g) Ascription of Math Competency. These seven themes were classified into two broader categories. The first four themes were classified into general microaggressions, which embodied microaggressions experienced by Asians but could also be experienced by other people of color. The last three themes were classified into stereotype-based microaggressions, which embodied how Asians were treated differently through the lens of stereotypes that others held of Asians. Although, Ascription of Math Competency and Ascription of Diligence may be seen as positive, these microaggressions yielded more assigned math-related work rather than the employee’s preferences and longer working hours, respectively. The effect of these microaggressions rendered Asian employees as visible in terms of their race, whereas invisible in terms of their professional contributions. Implications of these findings for improving experiences of Asians in the workplace are discussed.

Racial and Ethnic Differences in Awareness and Prevalence of Unidentified Cardiovascular Risk Factors Among Health System Employees.

To evaluate awareness about cardiovascular (CVD) risk among a racially and ethnically diverse cohort of health system employees. Cross-sectional study. Voluntary survey of health system employees during an annual CVD awareness and screening event. 759 health system employees. We performed initial CVD screening measurements (blood pressure, body mass index) and collected patient-reported answers to questions about their own CVD risk factors (hypertension, high cholesterol, diabetes, overweight, smoking, physical inactivity and family history of CVD) and whether or not they believed that CVD is preventable. Subjects were offered in-depth follow-up CVD screening (lipid panel, hs-CRP, hemoglobin A1c), if interested. Continuous measures were compared across sex and racial/ethnic subsets using a t test and analysis of variance technique. Univariable and multivariable logistic regression models were used to estimate the employee's willingness to undergo further comprehensive screening. African American, Hispanic, and Asian employees were younger than white employees (P < .0001). More than one-quarter of African Americans reported a history of hypertension, a higher rate than for other subgroups (P = .001). The rate of self-reported diabetes was highest in African American and Asian employees (P = .001). African Americans had a 54% reduced odds of electing to pursue follow-up CVD screening (odds ratio: .46, 95% confidence interval = .24-.91, P = .025). Presence of CVD risk factors and knowledge of their importance differ among racial and ethnic groups of health system employees in our cohort as does interest in pursuing follow-up screening once risk factors are identified. Development of evidence-based customization strategies by racial and ethnic group may improve understanding of and interest in CVD risk factors and advance prevention. The data from this study will inform future research and strategies for employee health promotion.

Spatially Explicit Assessment of the USDA Forest Service as a Representative Bureaucracy

Abstract Diverse workforce representation helps organizations achieve their goals and is important for government agencies that seek to gain public trust. Prior research has examined patterns of representation in the USDA Forest Service (Forest Service) and found an overall lack of representation despite advances at leadership levels. Federal agencies are required to report total workforce demographics; however, representation relative to local communities is rarely known. Using data from the US Census Bureau, we examined demographic profiles of populations within a 1-hour drive time around Forest Service workplaces relative to workforce demographics at each workplace. The Forest Service had a greater proportion of white employees than the US population as a whole, and racial/ethnicity diversity was lower than surrounding communities at 99.7% of Forest Service workplaces. Region-level summaries reinforce this pattern, suggesting the Forest Service is not a representative bureaucracy in any region or at any geographic scale. Given the Forest Service’s size, role in natural resources management, and geographic distribution of its workforce, disparities between demographic composition of the agency’s workforce and surrounding communities are striking. These results set a standard for spatially explicit assessments of workforce diversity as it relates to representative bureaucracy in geographically dispersed organizations like the Forest Service. Study Implications: Prior research showed that the USDA Forest Service had proportionally fewer Black/African American (~3 times fewer) and Asian (~2 times fewer) employees than the US civilian labor force as a whole. However, aggregate agency-level statistics and national comparisons may conceal local and regional level variation. To understand how the racial and ethnic diversity at each workplace compared with its surrounding geographic area’s local population, 690 workplaces were examined. Results were consistent across multiple drive times and levels of aggregation; the Forest Service’s workforce is less diverse than surrounding communities, which may potentially affect its ability to serve its many stakeholders.

Racial Inequality in Work Environments

This article explores racial stratification in work environments. Inequality scholars have long identified racial disparities in wage and occupational attainment, but workers’ careers and well-being are also shaped by elements of their work environment, including firm culture, managerial style, and work-life balance. I theorize two processes that could lead to racial inequality in firms’ work environments: (1) employee sorting due to exclusionary practices, and (2) spillover from racial differences in occupation and geographic location. To test this, I gathered a unique firm-level dataset composed of one million employee reviews, covering most large and medium-sized firms in the United States. I show that firms with more Black employees score lower for managerial quality, firm culture, and work-life balance, and firms with more Asian employees score higher on these dimensions. However, Asian employees’ advantage disappears when controlling for occupation, industry, and geography, whereas Black employees’ disadvantage persists, suggesting that the process of firm-level employee sorting is at work. Consistent with this, I find that Black employees’ disadvantage is strongest in areas with more conservative racial attitudes and more prevalent workplace racial discrimination. I then replicated the main findings using two entirely different data sources. Together, these results underscore racial inequality in work environments, an overlooked but important dimension of workplace inequality.

The effect of dialogic competencies in internal communication and D&I-oriented leadership on relational outcomes with minority employees: focusing on the perspectives of Asian employees

ABSTRACT This study focused on the experiences and perceptions of Asian employees and attempted to provide insights into effective internal communication and leadership styles related to organizational diversity and inclusion (D&I) efforts. More specifically, this study examined how the dialogic competencies of internal communication (i.e. mutuality, openness) and a D&I-oriented leadership style influence the formation of a D&I-supportive climate in the workplace and consequently strengthen the quality organization-Asian employee relationship. The study also considered the perceived authenticity and experiences of COVID-19 anti-Asian racism as key factors. Online survey results showed that dialogic competencies play a decisive role in influencing the workplace climate and, in turn, reinforcing trust, satisfaction, commitment, and control mutuality among Asian employees in their organizations. Perceived authenticity, influenced by mutuality and openness, directly or indirectly influences relational outcomes through the workplace climate. Asian employees who had experienced relatively severe COVID-19 anti-Asian racism placed more importance on the role of dialogic competencies in D&I internal communication. D&I-oriented leadership had a limited and conditional effect on fostering a workplace climate that supported D&I but not on perceived authenticity. Theoretical and practical implications were discussed.

The missing middle: Asian employees' experience of workplace discrimination and pro-black allyship.

Asian employees occupy an intermediate status in the U.S. racial hierarchy between White and Black employees. Given this intermediate position, it is unclear whether and how Asian employees' own racial experience at work will affect their willingness to take action against racism toward other groups. In the current research, we examine how Asian employees' experiences of racism impact their propensity to combat racism against Black coworkers. Across four studies including a qualitative survey (Pilot), a time-lagged quantitative survey (Study 1), a preregistered experiment (Study 2), and a conceptual replication experiment (Study 3), we find that Asian employees who experience more racial discrimination at work feel more similar to Black individuals, which is subsequently associated with greater allyship toward Black coworkers. We find that this relationship is heightened among Asian employees who have stronger zero-sum beliefs (Study 1). Importantly, we further find that processes that lead to allyship among Asian employees differ among White employees (Studies 2-3): In contrast to Asian employees, White employees who perceive more anti-in-group workplace discrimination feel less similar to Black individuals, which is associated with diminished pro-Black allyship. By examining the poorly understood racial experiences of Asian employees, and uncovering mechanisms that propel Asian employees to engage in intergroup allyship, we provide a more complete picture of racism in the workplace. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

The cost of managing impressions for Black employees: An expectancy violation theory perspective.

This study identifies a unique bias faced by Black employees which makes it challenging for this group to manage their professional image. Integrating research on racial backlash, image management, and expectancy violation theory, we argue that self-promotion by Black employees will result in detrimental outcomes for this group compared to White, Hispanic, and Asian employees. Due to negative racial stereotypes related to their job competence, we hypothesize that self-promotion by Black employees will be viewed by their White managers as a violation of stereotypically appropriate behavior and will result in a backlash in the form of lower job-related outcomes. We propose that the process by which these effects occur is through manager assessments of their employees on agentic and communal traits. Our hypothesized model was tested with a stratified sample of manager-employee dyads of a large financial institution. Results indicated that self-promotion by Black employees was associated with lower job performance and person-organization fit ratings, as well as fewer idiosyncratic deals with their immediate managers compared to White, Hispanic, and Asian employees. Implications of the divergent consequences of self-promotion for Black employees relative to other racial groups are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

A matter of when, not whether: A meta-analysis of modesty bias in East Asian self-ratings of job performance.

Much attention has been paid to the question of whether there is a modesty bias in East Asian employees' self-ratings of job performance (i.e., a tendency to self-rate their performance lower than supervisors rate it). However, empirical results are conflicting, with some studies supporting the modesty bias and others not supporting it. We suggest that moderators representing boundary conditions for the modesty bias effect may shed light on these conflicting results. In essence, the question should not be "whether there is a modesty bias," but rather "when is there a modesty bias?" We propose three moderators: purpose of the ratings (administrative, developmental, or research), job performance dimension (task performance, organizational citizenship behavior, or leadership), and country-level in-group collectivism. Based on 40 studies (63 independent samples) with samples from East Asia (mainland China, Japan, South Korea, and Taiwan), we found no evidence of a modesty bias. That is, East Asian employees' self-ratings were, on average, higher than supervisor-ratings of job performance (i.e., a leniency bias). The one exception was when ratings were collected for research purposes; in this case, there was, on average, no mean difference between self- and supervisor-ratings. Thus, East Asian employees' research-purpose self-ratings are more modest, but this does not cross into a "modesty bias." In all, our results do not support a modesty bias as a widespread cultural norm among East Asian employees. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

No, I Do Belong: How Asian American and Asian Canadian Professionals Defy and Counter Workplace Racial Violence during COVID‐19

AbstractWe explore the different types of racial violence encountered by Asian American and Asian Canadians (whom we refer to as Asians) in the workplace during COVID‐19 and how they respond. Using a grounded theory approach, we found that during the COVID‐19 pandemic, Asians experienced different types of workplace racial violence, most of which manifested as microaggressions, including a revival of the yellow peril trope, physical manifestations of bordering behaviour, and identity denial. In some cases, manifestations of physical violence also emerged. The data revealed that Asians demonstrated various types of agentic responses to challenge and counter unwanted and incorrect identities conveyed by the racial microaggressions. We enhance theory by shedding light on the experiences of Asians whose voice has largely been ignored in the organizational literature. Our study draws together and contributes to the theory on racial violence and racialized identity by highlighting the different types of racial violence faced by Asians and exploring the challenges they encounter in the face of racial microaggressions. Finally, we discuss practical implications of our study results and offer insight into how organizations can help support their Asian employees.

Supplemental Material for The Missing Middle: Asian Employees’ Experience of Workplace Discrimination and Pro-Black Allyship

Supplemental Material for The Missing Middle: Asian Employees’ Experience of Workplace Discrimination and Pro-Black Allyship

Why I left and why I want to leave; A Phenomenological Perspective of Asian Employees Turnover

The current research was conducted to explore the possible causes of actual employee turnover and turnover intentions. Using Post positivism research philosophy, phenomenological qualitative research method was used to explore the phenomena. Semi-structured interviews of 21 bank employees (selected using purposive sampling) were conducted which were analyzed using NVivo 12. The research findings suggest many uniques themes in order to overcome the problem of employee turnover, especially for banks. The themes which were developed consisted of five significant themes such as the bank appraisals and reward system was identified as biased and based more on favoritism, employee feel that their actual performance is not evaluated properly and sincerely. The other factor concluded by the research findings is that the employees are dissatisfied with the salary and benefits, as they felt that there should a consistent effort to identify employee personal needs which should be customized accordingly in their compensation plans as well. The very essential factor recognized in the research finding was the upward and downward communication gaps with the employees. Such perceptions generated related issues as the employees felt that branches are much deprived to have a direct communication channel with the top team heads. The other very essential factor discovered after the investigation of the phenomena of turnover is lack of career growth. Lastly, another important cause of employee turnover was the transfers, which took place without the consent of the employee. Employees felt demotivated due to such transfers and changes in their work locations. Recommendations and future research directions have been at the end of the research

The identity impact of witnessing selective incivility: A study of minority ethnic professionals

AbstractWe examine how minority ethnic employees account for witnessing selective incivility to ethnically similar others. Our study is based on qualitative interviews with British Asian employees – the majority who witnessed incivility directed towards migrant Asian employees working for the same company. Our findings indicate that, for those whose minority ethnic identity was of central importance, witnessing selective incivility towards others from a similar ethnic background can be perceived as an identity threat. We provide insights into three identity work strategies undertaken by witnesses of selective incivility, while illuminating how minority ethnic identity shapes the way witnesses' respond to selective incivility in the workplace.

Workplace empowerment, psychological empowerment and work-related wellbeing in southeast Asian employees: a cross-sectional survey.

There is a growing body of research examining the nature and correlates of salutogenic factors in the workplace and employee wellbeing, and the role of empowerment therewithin. A paucity of research has distinguished between structural and psychological forms of empowerment in the workplace and examined how they independently and collectively relate to employee wellbeing. Much of the existing research has examined such considerations in western samples, with limited exploration of eastern working populations. The aim of this study is to investigate the association between structural empowerment (SE) and employee self-reported work-related wellbeing (operationalized as psychological wellbeing and job satisfaction), and the postulated mediating role of psychological empowerment (PE). With a sample of 324 southeast Asian employees from a single organization, this study used a cross-sectional case study design using self-report measures to examine the relationships between SE, PE and employee job satisfaction and psychological wellbeing. PE was postulated to mediate the relationship between SE and work-related wellbeing outcomes of job satisfaction and psychological wellbeing. Mediation analyses revealed that SE was positively associated with PE which, in turn, completely mediated the positive relationships between SE, and job satisfaction and psychological wellbeing. The results of this study contribute empirically and practically in the following ways: (i) it expands upon previous research on employee empowerment, (ii) contributes to the developing field of positive occupational health psychology and (iii) highlights the crucial role of organizations in creating sources of SE and PE.

Assessment of Healthcare Professionals' Wellbeing During a Peak of the COVID-19 Pandemic in a Healthcare System in Ohio.

ObjectiveThe purpose of this cross-sectional study was to evaluate multiple indices of wellbeing in healthcare professionals during the COVID-19 pandemic.MethodsHealthcare professionals were invited to participate across the University Hospitals healthcare system in Ohio, USA. Participants (N = 6397) completed online questionnaires on their wellbeing, including healthy behaviors, safety and security, mental and physical health concerns, and social support. Differences in wellbeing across demographics were also assessed.ResultsOverall, healthcare professionals’ mean subjective wellbeing was 7.98 (1.50) and their future health score was 3.98 (1.13). Room for improvement was noted for diet, sleep, and positive thinking. Males reported significantly higher levels of overall wellbeing and future health scores, including fruit and vegetable intake and physical activity, and alcohol use, whereas females reported higher levels of positive thinking and tobacco use. Of the three largest racial groups, White and Asian employees scored significantly higher on future health, M = 4.00 (1.17) and M = 4.10 (1.13), than Black or African American employees, M = 3.74 (1.10).ConclusionsThis cross-sectional study assessed the wellbeing of healthcare workers during the initial peak of the COVID-19 pandemic prior to vaccine delivery. Future work will implement strategies to improve healthcare workers’ wellbeing in an individualized way based on our findings, as well as evaluate changes in wellbeing and future health scores across time.

Ethnicity and risk for SARS-CoV-2 infection among the healthcare workforce: Results of a retrospective cohort study in rural United Kingdom

BackgroundThe reason why Black and South Asian healthcare workers are at a higher risk for SARS-CoV-2 infection remain unclear. We aimed to quantify the risk for SARS-CoV-2 infection among healthcare staff who belong to the ethnic minority and elucidate pathways of infection. MethodsA one-year follow-up retrospective cohort study has been conducted among National Health Service employees who were working at 123 facilities in Lincolnshire, UK. ResultsOverall, 13,366 professionals were included. SARS-CoV-2 incidence per person-year was 5.2% (95% CI: 3.6–7.6%) during the first COVID-19 wave (January–August 2020) and 17.2% (13.5–22.0%) during the second wave (September 2020–February 2021). Compared with White staff, Black and South Asian employees were at higher risk for SARS-CoV-2 infection during both the first wave (hazard ratio, HR 1.58 [0.91–2.75] and 1.69 [1.07–2.66], respectively) and the second wave (HR 2.09 [1.57–2.76] and 1.46 [1.24–1.71]). Higher risk for SARS-CoV-2 infection persisted even after controlling for age, sex, pay grade, residence environment, type of work, and time exposure at work. Higher adjusted risk for SARS-CoV-2 infection were also found among lower-paid health professionals. ConclusionBlack and South Asian health workers continue to be at higher risk for SARS-CoV-2 infection than their White counterparts. Urgent interventions are required to reduce SARS-CoV-2 infection in these ethnic groups.

Employee voice and perceived attractiveness: are less attractive employees ignored in the workplace?

PurposeThe paper aims to examine the effect of employees' perceived physical attractiveness on the extent to which their voices are “listened to” by management.Design/methodology/approachUsing an experimental research design, the paper estimates main effects of employee attractiveness and possible moderating effects of employee race and gender as well as the gender of their “managers.”FindingsThe results suggest that, with few exceptions, more physically attractive employees are significantly more likely to have their suggestions acted upon by managers than less attractive employees, pointing to a powerful form of workplace discrimination. This finding holds across races, with more attractive white, black, and Asian employees exerting a more impactful voice than their less attractive counterparts, although the moderation appears to be stronger for whites than ethnic minorities.Research limitations/implicationsThe results have important implications for the extant literatures on employee voice, diversity and discrimination.Originality/valueThis is among the first studies to demonstrate that less attractive employees suffer from an “employee voice deficit” vis-à-vis their more attractive counterparts.

Words that hurt: Leaders' anti-Asian communication and employee outcomes.

With the outbreak of COVID-19, there have been growing reports of racial harassment targeting Asian Americans. We study one such manifestation of racial harassment that Asian employees may face in the workplace: Leaders' use of stigmatizing labels for COVID-19 such as the "Chinese Virus" and "Kung Flu." Integrating organizational justice theories with research on racial harassment in the workplace, we theorize that leaders' use of stigmatizing COVID-19 labels reduces employees' perceptions of interpersonal justice, which subsequently impact employees' emotional exhaustion and work engagement. We further theorize that while such effects will be stronger among Asian employees who experience both moral anger and reduced public collective self-esteem, that the effects will also be present among non-Asian employees who experience moral anger. Using one survey (Study 1) and one experiment (Study 2), we find support for our predictions. We find that leaders' use of stigmatizing language to depict COVID-19 leads to deleterious workplace experiences for employees, and especially for Asian employees. The current research thus deepens our understanding of the relatively understudied work experiences of Asian Americans and brings to light the underlying psychological mechanisms linking racial harassment and employee work outcomes for both targeted employees and employees not targeted. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

The Influence of Japanese Work Cultures on Malaysian Foodservice Employees' Work Stress and Their Turnover Intention

"Research Aims - This study investigates the influence of Japanese work cultures on Malaysian foodservice employees’ work stress and their turnover intention. Design/methodology/approach - A total of 381 respondents participated in this study, and the research data was validated prior to the empirical assessment. Research Findings - The results of this study signify that the Japanese work culture amplifies workers disorientation, stress and turnover intention. Besides, thru hierarchical regression, workplace stress was found to mediate the relationship between Japanese work culture and employee turnover intention. Theoretical Contribution/Originality - The study reveals the conflicts between the South East Asian employees and the Japanese management culture in the foodservice industry. Managerial Implication in the South East Asian context - This study contributes to the organisational and human resource management literature by examining the direct and indirect effects of Japanese work culture on employees’ workplace stress and their turnover intention in the context of the restaurant industry. Research limitation &amp; implications - As for the study limitation, the current study does not cover all Japanese restaurant in Malaysia as the researchers focus on the Klang Valley setting."