Backlash in the workplace

Abstract

Purpose

This 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/approach

Data were collected from 2,514 employees of a single financial services organization (1,962 women, 480 men) using anonymous questionnaires.

Findings

The 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/implications

Study needs to be replicated in other organizations using a different measure of backlash.

Practical implications

Suggestions for dealing with backlash are offered.

Originality/value

Examines a relatively important but under‐researched subject.

Citation

Burke, R.J. (2005), "Backlash in the workplace", Women in Management Review, Vol. 20 No. 3, pp. 165-176. https://doi.org/10.1108/09649420510591843