A review of evidence concerning the effect of efforts to counter discrimi
nation suggests that little progress has been made. Three leading theoret
ical and research perspectives on discrimination are examined:
economic, sociological, and psychological. This article asserts that a
fourth perspective, analyzing the decision process of the rational man
ager concerned with the opinions of powerful others, is still needed for a
full understanding of organizational discrimination. The new
managerial framework is seen as having important implications for
policymakers and managers concerned with ending discrimination.
Several hypotheses are offered for testing this perspective.
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