Chapter 6. Affirmative Action as a Means of Increasing Workforce Diversity

  1. Marilyn J. Davidson Professor of Managerial Psychology and
  2. Dr Sandra L. Fielden Lecturer, Organizational Psychology
  1. Alison M. Konrad1 and
  2. Dr Frank Linnehan2

Published Online: 28 JAN 2005

DOI: 10.1002/0470013354.ch6

Individual Diversity and Psychology in Organizations

Individual Diversity and Psychology in Organizations

How to Cite

Konrad, A. M. and Linnehan, F. (2003) Affirmative Action as a Means of Increasing Workforce Diversity, in Individual Diversity and Psychology in Organizations (eds M. J. Davidson and S. L. Fielden), John Wiley & Sons, Ltd, Chichester, UK. doi: 10.1002/0470013354.ch6

Editor Information

  1. Manchester School of Management, University of Manchester Institute of Science and Technology, PO Box 88, Manchester M60 1QD, UK

Author Information

  1. 1

    School of Business and Management, Temple University, 1810 North 13th Street, Philadelphia, PA 19122-6083, USA

  2. 2

    Lebow College of Business, Drexel University, 101 N.33rd Street-Academic Building, Philadelphia, PA 19104, USA

Publication History

  1. Published Online: 28 JAN 2005
  2. Published Print: 22 AUG 2003

Book Series:

  1. Wiley Handbooks in the Psychology of Management in Organizations

Book Series Editors:

  1. Peter Herriot

Series Editor Information

  1. University of Surrey, UK

ISBN Information

Print ISBN: 9780471499718

Online ISBN: 9780470013359

SEARCH

Keywords:

  • affirmative action (AA) programmes;
  • effects of AA on workforce diversity;
  • organizational fairness

Summary

This chapter contains sections titled:

  • Introduction

  • AA in the United States

  • The Effects of AA on Workforce Diversity

  • Do People Have Negative Attitudes Towards AA?

  • Are AA Beneficiaries Stigmatized?

  • Implications and Future Research Agenda

  • Conclusions

  • References