Backlash in the workplace

In: Women in management review, Band 20, Heft 3, S. 165-176

Abstract

PurposeThis exploratory study examined backlash in the workplace. Backlash was operationalized by employee views on how much their employer had done to support the advancement of four designated groups (women, disabled, aboriginal people, racial/visible minorities): too much, about right, too little.Design/methodology/approachData were collected from 2,514 employees of a single financial services organization (1,962 women, 480 men) using anonymous questionnaires.FindingsThe majority of the sample thought their employer had done about the right amount. Women thought the firm had done less for women than men did; men thought the firm had done less for aboriginals than women did. Males more strongly endorsing backlash had longer company tenure and tended to be at lower organizational levels. Women and men endorsing backlash were then compared on a variety of work and organizational outcomes. Men believing the firm had done too much, and women believing the firm had done too little generally indicated less satisfying work and organizational outcomes.Research limitations/implicationsStudy needs to be replicated in other organizations using a different measure of backlash.Practical implicationsSuggestions for dealing with backlash are offered.Originality/valueExamines a relatively important but under‐researched subject.