Home » Articles » Structural and cultural violence » Multiple Marginality: How the Disproportionate Assignment of Women and Minorities to Manage Diversity Programs Reinforces and Multiplies Their Marginality

Multiple Marginality: How the Disproportionate Assignment of Women and Minorities to Manage Diversity Programs Reinforces and Multiplies Their Marginality

Harris, G. L. A. (2013). “Multiple Marginality: How the Disproportionate Assignment of Women and Minorities to Manage Diversity Programs Reinforces and Multiplies Their Marginality.” Administration & Society 45(7): 775-808.
Achieving diversity in the workplace has become the antidote for what ails many organizations. Specifically for public organizations, although many genuinely pursue diversity to achieve public good, some use diversity for more questionable means. An exploratory study on local governments revealed that women and minorities, relative to White men, are disproportionately assigned to manage diversity programs. Using the research on groups, a theory of multiple marginality was developed to explicate the rationale(s) for these programs – overrepresentation of women and minorities that further marginalizes these already marginalized groups. The adverse effects, the policy implications, and future research are discussed.


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