Knowledge of Federal EEO Law Among County Administrators and Department Heads

Rush, Christine Ledvinka; Kellough, J. Edward

doi:10.1177/0734371x15616168

Cited by 3 publications

(2 citation statements)

References 24 publications

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“…Our findings also confirmed H2, which predicted that an increase in EEO office capacity would be associated with an increase in reports of reprisal. This is consistent with previous research that indicates increased agency expertise and capacity improves implementation (Rush & Kellough, 2017). The positive association suggests that agencies with greater EEO capacity are better able to handle employee complaints in a timely and respectful manner (Choi, 2020; Newman et al, 2003).…”

Section: Discussionsupporting

confidence: 92%

“…For example, higher levels of expertise in the EEO office are connected to improvements in timeliness of complaint processing (Choi, 2020). Rush and Kellough (2017) argue that employee expertise in law and policy increases the likelihood that the non-discrimination program will be implemented appropriately. For example, an increase in the capacity of the EEO office improves the agency capacity to implement disability accommodations rules (Araten-Bergman, 2016).…”

Section: Theoretical Overviewmentioning

confidence: 99%

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Two Wrongs Do Not Make a Right: Understanding Retaliation for Filing Discrimination Complaints in the U.S. Federal Government

Alteri

Rubin

Park

2022

Public Personnel Management

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One of the primary barriers to equal treatment in the workplace is how victims are treated following a complaint of discrimination. If complaints are not taken seriously or if employees experience retaliation, this discourages others from objecting to discriminatory treatment. This research focuses on retaliation claims and organizational characteristics associated with those claims, using data from U.S. federal government agencies. We evaluate whether leadership reporting structure, staff capacity to manage complaints, and manager representativeness are associated with the rate of retaliation incidents reported by employees. Agencies where the Equal Employment Opportunity (EEO) Director reports directly to the agency head have lower rates of retaliation claims. Conversely, agencies with more EEO staff, per employee, have higher rates of retaliation claims. Manager representativeness is not associated with retaliation claims. Importantly, increased discrimination complaints may not signify a “bad” agency. Instead, this could signify that employees are filing because they believe their claims will be addressed fairly.

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Section: Discussionsupporting

confidence: 92%

Section: Theoretical Overviewmentioning

confidence: 99%

Two Wrongs Do Not Make a Right: Understanding Retaliation for Filing Discrimination Complaints in the U.S. Federal Government

Alteri

Rubin

Park

2022

Public Personnel Management

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Support for Affirmative Action in the Workplace: Gender, Race, and Sector Differences

Hsu,

Riccucci

2024

Review of Public Personnel Administration

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Understanding attitudes toward affirmative action (AA) is important because it plays a critical role in the successful implementation of AA and hence diversity in organizations. The field of public sector human resource management (HRM) places a good deal of attention on diversity, equity, inclusion, and accessibility (DEIA). The legal tool of affirmative action remains an important tool for achieving DEIA. This study examines gender, race, and sector differences as predictors of gender- and race-based support for AA in the workplace. Using data from the 2000 to 2018 General Social Survey (GSS), this article finds that Blacks and other persons of color offer more support than White men for race-based and gender-based AA. In addition, women offer more support than men for gender-based affirmative action, but only in the private sector. Overall, public sector employees do not support race- or gender-based AA programs more than their private sector counterparts.

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Justice Delayed is Justice Denied: Managing Contracting Performance for Equal Employment Opportunity Discrimination Complaints

Choi

2024

Review of Public Personnel Administration

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Public agencies often use contractors to facilitate Equal Employment Opportunity (EEO) discrimination complaint cases, but we know relatively little about which factors influence contracting performance of the complaint process. Drawing on contracting theories, this study examines two factors—incentive structure and contractor ownership (i.e., women-owned and small disadvantaged-owned)—that moderate the link between agency contracting use and agency performance in the discrimination complaint process. Using the agency-level panel data from multiple sources, this study finds agency contracting use facilitates the discrimination complaint process when agencies use a performance-based incentive structure. When it comes to the moderating effect of contractor ownership focused on the socially/economically underrepresented, the findings show that using small disadvantaged-owned contractors positively moderates the relationship between contracting use and performance at the agency level.

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Knowledge of Federal EEO Law Among County Administrators and Department Heads

Cited by 3 publications

References 24 publications

Two Wrongs Do Not Make a Right: Understanding Retaliation for Filing Discrimination Complaints in the U.S. Federal Government

Two Wrongs Do Not Make a Right: Understanding Retaliation for Filing Discrimination Complaints in the U.S. Federal Government

Support for Affirmative Action in the Workplace: Gender, Race, and Sector Differences

Justice Delayed is Justice Denied: Managing Contracting Performance for Equal Employment Opportunity Discrimination Complaints

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