Communicating Identity in the Workplace and Affinity Group Spaces

Abstract

The following paper examined affinity group creation and purpose through an identity management lens by addressing the utility of an affinity group for those currently involved in homogeneous racial and nonracial groups as well as larger organizational diversity sessions. A thematic analysis revealed affinity group perceptions including several subthemes (logistics, helpful, harmful, more heterogeneity, and exclusion of identity). Organizational diversity sessions at large revealed similar subthemes (legitimizing identity, lack of safe spaces, intersectionality, and surface level discussions). Understanding how employees view organizational diversity efforts better equip organizations to enact specific diversity strategies that move beyond the mere rhetoric of diversity.

Are Women Affinity Groups Enough to Solve the Retention Problem of Women in the IT Workforce?

“…The Mercer report [24] identified at least three specific ways in which AGs serve D&I strategies including: 1) serve as focus groups to provide feedback for D&I strategists, 2) implement specific strategies, such as mentoring and onboarding, and 3) act as agents of cultural change in the organization. Furthermore, attribute-centered AGs, such as WAGs, legitimize marginalized identities by raising awareness, creating a safe space for emotional support to negotiate identity through communication, and providing a platform to advocate for equity [23].…”

“…Our assessment of WAG characteristics revealed that these groups provide great benefits for their members. However, in their current state, WAGs are not currently positioned to address the barriers inherent in the power structures that privilege interests and experiences of the dominant culture that simultaneously silence or ignore marginalized IT women [23], [26]. Therefore our investigation of WAGs must be theoretically based and grounded in critical epistemology that will uncover these power dynamics and give voice to marginalized groups [23], [37].…”

“…However, in their current state, WAGs are not currently positioned to address the barriers inherent in the power structures that privilege interests and experiences of the dominant culture that simultaneously silence or ignore marginalized IT women [23], [26]. Therefore our investigation of WAGs must be theoretically based and grounded in critical epistemology that will uncover these power dynamics and give voice to marginalized groups [23], [37]. Such empirical efforts must assess the perspectives of women, men, and other gender identities in order to develop a holistic understanding of the role WAGs play in organizations and how members of the organizations with different gender identities support or detract from WAGs ability to empower women and champion equity for all in the organization.…”

“…Lambertz-Berdnt [23] analyzed attribute-based AGs such as WAGs and made suggestions evaluating their effectiveness. They suggest that having experienced facilitators, resources and logistical space, and time during the workday to attend AGs increased the groups' positive impact.…”

“…One of their major findings was that AGs without an intersectional discussion for visible and nonvisible identities lacked cohesiveness. Having cooperation and collaboration between AGs for those with multiple identities has the potential to build cultural integration and cultural agility [23], [41]. Therefore, we propose to use OIMIB to conduct a systematic assessment of WAGs and their relationship with other AGs and other interventions to address areas for highest impact to create more inclusive organizational culture.…”