The effects of affirmative action on the female beneficiary

Abstract

Attention is often focused on the economic and legal aspects of affirmative action rather than the policy's impact on its beneficiaries. The purpose of this article is to integrate the research findings on the effects of preferential treatment on women in organizations and to suggest solutions for some of the problems identified. First, the article explores the impact of preferential treatment on other people's perceptions of the female beneficiary and on the way the beneficiary views herself and the employing organization. Next, strategies for providing a supportive organizational environment for affirmative action beneficiaries are presented. The benefits that may result from implementing these strategies are also discussed.

Career, family and work environment determinants of organizational commitment among women in the Australian construction industry

“…Thus, if affirmative action policies are to have a positive impact on women's organizational commitment, it is important that these policies be framed carefully. It should be made clear that such policies are designed to address the past effects of discrimination and increase minority representation and not to encourage an underqualified workforce (Taylor-Carter et al, 1996).…”

Whites' and Asian Americans' Perceptions of Asian Americans as Targets of Affirmative Action1

“…Reactions to perceived beneficiaries of AA are recurrent in the literature (see Heilman, McCullough, & Gilbert, 1996; Kravitz et al., 1997; Taylor‐Carter, Doverspike, & Cook, 1996). Although the literature on beneficiaries of AA has explored this issue in relation to African Americans (see Kravitz et al., 1997) and women (e.g., Heilman, 1996; Heilman & Alcott, 2001; Heilman, Simon, & Repper, 1987; Summers, 1991), perceptions of Asian Americans as targets of AA have been relatively unexplored.…”

Age and the university workplace: A case study of remaining, retiring, or returning older workers

“…The International Labor Organization (1995) projects that in three decades the number of retirees could severely influence the economic health of the West. Although some HR development literature investigates the effects of workplace programs on new employees (Holton, 1996) and women (Wentling, 1996;Taylor-Carter, Doverspike, and Cook, 1996), little attention is focused on the older adult in the work setting. Two decades ago, Sheppard and Rix (1977) forecast the changing nature of the workplace and suggested that "it may make sense for employees and government to start now to promote those measures that ensure the continued utilization of older workers in the labor force.…”