Organisational justice: Barriers to the selection and promotion of black people in UK public sector organisations and the factors that enable and sustain these barriers

Abstract

Research aim: The purpose of this study is to investigate the barriers faced by black people in UK public sector organisations, and to explore the factors that enable and sustain these barriers, ultimately preventing Black individuals from reaching board-level management positions. The study provides a more detailed understanding of the specific barrier enabling and sustaining factors that have been overlooked in previous studies. Methodology: To achieve the aim of the study, a qualitative research design was employed, which involved a comprehensive review of relevant literature on organisational justice to inform the theoretical framework and analysis of interview data. A purposive and snowball sampling technique was used to recruit 46 Black participants from diverse Black ethnic backgrounds, including Black British, Black African, and Black Caribbean, who held various job roles, including managerial positions, in two public sector organisations: the National Health Service and Higher Education. Through semi-structured interviews, the study captures the experiences of the participants regarding their work, selection and promotion opportunities and analyse these experiences using thematic analysis. The use of thematic analysis allowed for a more in-depth understanding of the barriers faced by Black individuals in the public sector from an organisational justice perspective, as well as the factors that enable and sustain these barriers. By focusing on the experiences of Black participants, the study provides a more nuanced understanding of the specific challenges faced by this group in the UK public sector. By employing a qualitative research design and focusing on organisational justice theory, the study provides a comprehensive and detailed account of the barriers that Black individuals face in accessing board-level management positions in UK public sector organisations. Findings: The study identified complex and intersecting barriers faced by Black individuals in the UK public sector, despite anti-racist initiatives and efforts by the UK government to promote diversity and inclusion. These barriers are perpetrated and sustained by those in senior, very senior management, and board level positions who are legally required to eliminate them. The study emphasises the importance of taking concerted effort and actions in response to workplace injustice, discrimination, racism, bullying, harassment, victimisation, and retaliation. The identified barriers are Procedural justice barriers which include a lack of transparency and fairness in recruitment, selection, and promotional processes, exploitation of positive action under section 159 of Equality Acts 2010 to further discriminate as well as insufficient support and feedback during the selection and promotion processes. Distributive justice barriers include unequal opportunities, a lack of recognition for work and contributions, an inequitable distribution of pay, rewards, and resources, and a lack of managerial support for promotion. Interactional justice barriers involve discriminatory behaviours towards Black individuals from managers and very senior management, including bullying and harassment, microaggressions, victimisation and retaliation, as well as negative stereotypes. Finally, informational justice barriers include a lack of access to important information about career progression and promotion opportunities, a lack of transparency in decision-making, and limited access to decision-making processes. The study also identified systemic justice barriers and barriers enablers and sustainers, which are structural in nature and include various factors such as a lack of leadership accountability, a lack of genuine commitment to equity, diversity, and inclusion, power imbalances, cultural incompetence and disregard, white solidarity, managerial incompetency, cliques at senior level management, as well as conscious and unconscious bias. HRM practises were found to contribute significantly to these barriers, including conflicts of interest and poor practises within HRM, inadequate application of HRM processes and procedures, and the use of the term "perception" to undermine the experiences of Black individuals. Additionally, external factors such as racism in UK society, gaps in the legal system, and a systemic bypass of legal safeguards contribute to the perpetuation, enabling and sustaining of these barriers. Addressing these barriers requires a multi-level approach that involves both internal and external efforts. Contribution: This study makes important contributions to the literature on the employment and career experiences of Black ethnic groups in UK public sector organisations. Specifically, it identifies systemic justice barriers, factors that enables and sustains the barriers that impede the selection and promotion of Black individuals and underscores the significance of distributive justice, procedural justice, interactional justice, and informational justice in promoting equity, justice, and fairness. Potentially, the findings may inform the development of policies and practises that promote diversity, equity, and inclusion and address these barriers and enablers. This study highlights the need for genuine leadership accountability and a commitment to EDI to create a more just and equitable work environment for all employees, regardless of their race or ethnicity. The theoretical contribution of this study is the production of a process model that extends the applicability of organisational justice theory. This model forms a conceptual link between the barriers, the enablers, and the impact of the barriers. By applying organisational justice theory as an alternative lens for examining workplace (in)justice, this study provides a deeper understanding of the nature and extent of barriers faced by underrepresented groups, specifically Black people. Additionally, it inspires recommendations for expanding the study of (in)justice in the workplace as well as organisational learning and accountability. Overall, this study provides theoretical, practical, and policy-related contributions to the literature on the employment and career experiences of Black ethnic groups in UK public sector organisations. It contributes to the global agenda on inclusion, respect, dignity, and diversity in a volatile, uncertain, complex, and ambiguous world, as well as the implications of the fourth industrial revolution. By embracing a broader understanding of workplace justice and a commitment to equity, diversity, and inclusion, organisations can create more equitable and just workplaces for all employees, regardless of their race or ethnicity.