Learning the rules of the corporate game

New research by Newcastle University Business School and The York Management School at the University of York explores whether class-based perceptions and social norms create exclusion, marginalisation and discrimination in the workplace.

How should we act in the workplace? Are there cultural norms that we should live up to? And how significant is social class in determining how workers are perceived by their peers? Critically, do class-based perceptions and social norms create exclusion, marginalisation and discrimination in the workplace?

These key topics are explored in a new study by academics at Newcastle University Business School and The University of York Management School.

The research

Researchers analysed the experiences of ten white males from working-class backgrounds who were recruited to work as information technology specialists in an elite, global professional services firm (PSF). The firm opened a site in Northern England in the early 2000s. The firm’s UK workforce is predominantly made up of middle‐class, well‐educated men; making the men relevant to study in terms of how class and class differences are lived in the workplace.

Researchers explored how the working-class men, who were all from North East England, attempted to fit into a workplace culture created primarily by men from more privileged socio-economic backgrounds. How did these men learn the rules of the corporate game, where middle-class rules are normative? Crucially, were they prepared to change their behaviour to fit into their firm’s culture and, if not, what implication did this have for the men progressing their careers?

The study suggests that managers who want to get the most out of workers from non-privileged backgrounds would benefit from making more effort to integrate workers into the company culture, so that they’re happier and more likely to be productive.

The research outcomes

Data was collected over multiple years, through a series of 34 interviews, with the same men being interviewed at different stages of their evolving careers.

The results showed that the men were often judged negatively by their colleagues on account of their working-class backgrounds; and disregarded due to the way they looked, acted, dressed or spoke.

As a result, all of the men felt discomfort and many began to change their look or behaviour to fit in.

• Some started wearing smart work suits;
• Others modified their vocal styles by speaking slowly with as little regional accent as possible;
• One working-class recruit started bringing “posh” food, such as sushi, into the office;
• Another took steps to address his acne problem to achieve “better facial skin”.

However, some workers from non-privileged backgrounds were less inclined to change, which affected their career prospects at the PSF.

One of the researchers, Dr Andreas Giazitzoglu from Newcastle University Business School, says: “Many of the interviewees in our study changed the way they looked, sounded or behaved to fit in with the PSF’s culture. However, in doing so they began to lose some of their identity. In the long-term, it could be damaging to be someone you’re not, harmful to your mental health.

“Also, many participants never truly felt they belonged at the PSF, despite their attempts to fit in. One said he was tolerated and appreciated, though not fully integrated within the firm.  

“This has implications for other companies that employ workers from non-privileged or non-traditional backgrounds. If workers don’t feel appreciated or valued, they’re unlikely to be as productive as those who do feel appreciated and valued. This could reduce corporate productivity, which would not be good for business. It could also increase staff turnover, meaning that companies would have to spend time and money replacing dissatisfied staff and training up their replacements to do their job.

“It’s therefore incumbent on companies to look past perceived cultural differences and make efforts to integrate non-traditional recruits more cohesively, thus getting the best out of them, without making the recruits feel that they have to change.

“From the employee’s perspective, our study highlights the importance of staying authentic and true to oneself, therefore avoiding potential mental health challenges as their careers evolve. It’s very difficult to assume a corporate identity that’s vastly different to the one they portray in everyday life; this can be achieved in the short-term but eventually could lead to mental burnout.

“More broadly, our study shows the value of policymakers recognising the challenges, prejudices and discrimination that white working-class men face in society. This demographic is arguably the most disadvantaged in society; and have the highest suicide rates and the lowest level of academic achievement. If these statistics were applied to other demographics, there would rightly be an outcry.

 

Dr Andreas Giazitzoglu, BSc (Hons), MSc (Oxon); PhD (Dunelm), is a Senior Lecturer/Associate Professor at Newcastle University Business School, where he teaches business growth. His research looks at work, employment and organisations with a particular focus on social-class and masculinities. His research is influenced by Bourdieu and Goffman, and informed by ethnographic methods. His work on this research subject has been published in the Gender, Work and Organization journal.