George B. Cunningham, Texas A&M University

Race-based discrimination is common in the hiring process.

For example, racial minorities are less likely than whites to receive a callback when they apply for a job. There are also wide earning gaps, with African-Americans and Latinos earning a fraction of what whites and Asians do.

Research has shown African-Americans get fewer job callbacks than whites. astarot/Shutterstock.com\

Yet despite laws that aim to reduce employment discrimination and improve attitudes toward diversity, these patterns have not changed for decades.

When analyzing these problems, researchers and others tend to focus on how the experiences of racial minorities compare with those of whites. Often missing is whether there are differences among individuals of the same racial group in terms of how they experience bias.

That is where my new study, which focuses on perceptions of others’ racial identities, comes in.

Perceived identities

People have more than one identity, such as being a mom, a Muslim, an athlete, a scientist and so on.

Just as we commonly think about the importance of each of our identities to who we are – such as being a dad or very religious – we make the same assessments of other people. That is, we evaluate other people’s identities to understand which ones are most fundamental to who they are.

And it turns out, the conclusions we come to about each other’s “perceived identities” can have a big effect on how we interact with them.

As a researcher who has spent the last 19 years examining diversity and inclusion, I was interested in how perceptions of identity affected a racial minority’s prospects as a job applicant. More specifically, I wanted to know if the perception that an applicant has a strong racial identity affected her ability to get a job and how much she’d get paid.

Presumed identity

Past research has shown that our inferences about others’ personal identities can influence how we interact with them.

In some cases, people might talk about how their identity is important to them, or how it reflects a critical part of who they are as a person. In other cases, we make assessments based on cues. For example, we might think someone strongly identifies as Latino when they are members of a Latino student organization. Or, we might infer a weak identity among people who engage in actions that are seemingly contrary to the interests of their group.

For example, psychologists Cheryl Kaiser and Jennifer Pratt-Hyatt found found that whites interact more positively with racial minorities they believe weakly identify with their race – and more negatively with those with stronger racial identifies. Specifically, whites expressed more desire to be their friends and offer favorable ratings of their personality.

Presumed identity and work

Drawing on their work, Astin Vick, a former student of mine, and I examined whether African-American women’s and Latinas’ presumed racial identity affect their job ratings.

Using an online data collection platform, we asked 238 white people who indicated that they currently or previously worked in the fitness industry to review the application of someone applying to be a club manager. They were told to review a job description, a hiring directive from the club owner, a summary of each applicant’s relevant background and a picture.

All applicants had the same experience, work history and education. The pictures were used to indicate an applicant’s race. Most importantly, we varied each applicant’s relevant affiliations and community service to suggest whether she had a strong identification to her racial group or a weak one.

For example, membership in the Latino Fitness Instructors Association or volunteering for former President Barack Obama’s campaign would signal a strong identification to an applicant’s Latina or black racial group. Belonging to the neutral-sounding Intercollegiate Athletics Coaches Association or volunteering for Obama’s opponent in the 2012 presidential campaign, Mitt Romney, would signal a weak one.

The participants then filled in a questionnaire to measure their perceptions of the applicant they reviewed, including work attributes such as “untested” or “expert,” hiring recommendation and suggested salary.

Our results showed that most people did in fact use cues from the application file to form views of the applicant’s racial identity, which in turn informed their hiring and salary recommendations. Essentially, as we expected, applicants perceived as identifying strongly with their racial group were less likely to be recommended for a job. And, when they were, received lower suggested salaries – on average US$2,000 less – than those signaling weak associations.

The story does not end there, though, since we also knew each participant’s gender. And we found that men showed a slightly different pattern than the one described above.

Men recommended roughly the same salaries for African-American women and Latinas who identified weakly with their racial groups. But for those with strong perceived identifies, they penalized Latinas far more than African-Americans. That is, they recommended the club pay Latinas with a strong racial identify about $5,000 less than African-Americans.

These small changes can add up over time. Over a 15-year tenure with a company, that difference results in $96,489 difference in inflation-adjusted earnings.

The impact

Our study illustrates several key points.

First, though racial minorities, as a collective, face bias in employment, there is considerable within group variability. An applicant’s specific race matters, as does her or his presumed racial identity.

Second, raters use cues on a resume to infer a job applicant’s racial identity. They then use this information in their decision-making. Aware of this pattern, some job seekers remove race-related activities on their resumes, what Sonia Kang, an associate professor of organizational behavior, refers to as racial whitening.

Finally, research has shown that diversity in the workplace leads to greater organizational performance and employee well-being. As such, employers would be wise to be on the lookout for biases like the one we found that are likely to lead to less diverse workforces and take steps to overcome them when hiring new workers.

Republished with permission under license from The Conversation under a Creative Commons license. 

By Alicia Grandey

The arrests of two black men who were waiting for a friend at a Starbucks in Philadelphia have raised questions about how race determines how customers are treated.

But does race also affect how the employees are treated within the service industry?

Prior research shows that black workers in people-oriented occupations – health care, service and sales – are rated lower by customers and supervisors than are white workers, even when their performance is objectively the same. Because of this, black workers have a harder time obtaining competitive raises or promotions. But it is unclear why or what workers can do about it.

In the U.S. workforce, blacks are disproportionately represented in low-paying service jobs like cashiers, call center employees and food service workers compared to higher-status jobs. So this issue has serious implications for the financial and professional lives of a large segment of black workers.

Race impacts perception of performance

Friendliness is key to performing well in the service industry. My colleagues Lawrence Houston III, Derek R. Avery and I found that negative stereotypes about blacks – that they are unfriendly, hostile or rude – explain lower performance evaluations of black service providers compared to white service providers.

We found that in order for the performance of black service providers to be rated equivalent to whites, blacks had to amplify and fake positive emotions to override those negative racial stereotypes. In other words, to be seen as good as white employees, black employees need to perform more “emotional labor,” a concept introduced by sociologist Arlie Hochschild.

Perhaps just like the two men at Starbucks, black service employees are assumed to have hostile intentions unless they put in extra effort to put forth a smile and show they are not a threat.

Across three studies

We drew these conclusions from a series of studies we conducted over several years.

In our first study, we asked a representative sample of people for their impressions of an employee described as holding an emotional labor job, a hotel desk clerk. They saw a photo of either a black or white person with a neutral expression, but otherwise the same job qualifications. Regardless of the respondents’ own race, education or income, they saw the black employee as less friendly and more hostile than the white employee.

In the second study, people watched a video of either a black or a white sales clerk ringing up sales in a home goods shop. They saw the clerk acting either warm and friendly or just polite. In all videos the sales clerk was efficient and knowledgeable.

When viewers saw the employee performing less emotional labor – just being polite and efficient – the black employee was rated as less friendly and a worse performer than the white employee. In contrast, after watching the friendly condition, the viewers rated the black and white employees similarly.

In short, just being polite was not enough for the black employee; putting on a big smile was necessary to get the same performance ratings as the white employee.

Both of the above studies were experiments. In a third study, we surveyed actual service employees and their supervisors.

Again, we found that supervisors rated black grocery store clerks as worse performers than white clerks, which could not be explained by job experience or motivation. Yet, black clerks who reported amplifying and faking their positive emotions when interacting with customers – more emotional labor – saw the racial disparity in the performance evaluations disappear.

Notably, white clerks were rated highly regardless of the frequency of their emotional labor. For black clerks to be rated as highly as the white clerks, they had to more consistently exaggerate their smile in customer interactions.

High cost of ‘service with a smile’

All service employees must sometimes put on a fake smile when having an off day, and sometimes they might let the mask slip. Our research shows that white employees who do less emotional labor can still be viewed positively, but black employees are not given the benefit of the doubt. Black employees constantly “fake it to make it” in service jobs.

Being a black service provider requires routinely putting forth more emotional effort – a bigger smile, a more enthusiastic tone of voice, maintained across time and customers – to be evaluated similarly to a white co-worker. If a black employee gets tired of faking that smile, there is a resulting decline in performance evaluation. This also means fewer opportunities for promotions, raises and career advancement.

Though putting on a smile might seem like a small price to pay to get ahead at work, research shows that keeping up a friendly façade is a path to job burnout, a state of complete exhaustion linked to a desire to quit and health issues. Recognizing this situation is a first step to improving conditions for black employees and customers alike.

Re-published with permission under license from The Conversation.

Alicia Grandey, Professor of Psychology, Pennsylvania State University