The Ups and Downs of the Workplace

All service ranks the same with God;
With God, whose puppets, best and worst,
Are we: there is no last nor first.

Robert Browning, from Pippa Passes

Within almost every organization there is a hierarchy among the employees that is based on position, title, role, and function. In some organizations, distinctions are made between exempt and non-exempt employees, union and nonunion employees, those who work with their hands and those who work in an office setting. In university settings, the distinction may be between faculty, administrative, and staff positions. In Extension, the hierarchy may relate to university-funded positions and county-funded positions, and agents, program assistant, and education advisor positions. Even in organizations that claim to have a "flat organizational chart," there are still three categories of employees--the "tops," the "middles," and the "bottoms" (Esty, Griffin, & Hirsch, 1995).

Rank in the Workplace: An Unacknowledged "Ism"

In some sense, hierarchical distinctions create a class system in the workplace. Unlike other issues such as race, sex, age, or sexual orientation, class in the workplace is largely unacknowledged; issues of class are largely under the table.

Robert Fuller in Somebodies and Nobodies (2003) suggests that rank divides us into "somebodies" and "nobodies." More than most care to admit, we treat others--and are treated by others--based on our relative rank. The truth is that each of us has felt like a somebody some times and a nobody at others. A key to feeling like a somebody is being recognized by others. Without recognition from others, we may feel discounted, disconnected, marginal, or even invisible.

The greater the recognition we receive from others via personal or professional achievement, the higher we rise on the status ladder. We measure ourselves and are measured by the rungs above and below us. There is truth in the popular song lyric, "You're nobody till somebody loves you" (Fuller, 2003, p. 52).

Our position in the hierarchy signifies our level of power, who we have authority over, and who we are expected to submit to. If you think about it, one of the first questions people ask when they first meet you, both in and out of the workplace, is "What do you do?" Regardless of the answer, everyone from top to bottom has a strong desire for dignity and a feeling of connection.

Rankism Has Consequences

Rank is generally earned and represents levels of excellence. The problem is not that rank counts. As Fuller (2003) states:

When it signifies excellence, rank should count and it does. The trouble is that rank counts twice. No sooner is rank assigned than the holder of higher rank can use the power inherent in that rank to aggrandize themselves at the expense of those of lower ranks. Although some exercise their rank properly--within their area of competence and in a way that respects the dignity of those under their authority--others do not (p. 14).

Rank is an important and necessary tool in the management of organizations. Within the area where it has been earned, rank deserves and commands our respect. However, rank-based mistreatment in the workplace can result in disrespect, inequity, discrimination, ridicule, and exploitation of those at lower ranks. Too often, classism in the workplace, or "rankism," goes unchallenged.

Left unchallenged, resentment builds among those in the lower ranks. Most of us are pretty good at detecting condescension or indignity in the way others' treat us. No matter what our station, we have all felt it, and it does not feel good. Some recipients of rank-based mistreatment may look for ways to sabotage the organization; others may take their frustrations out on family and friends. For many, however, who simply work in quiet desperation, their frustrations are translated into lower levels of job satisfaction and performance, and lower levels of loyalty and commitment to the organization.

Additionally, large class-like distinctions in the workplace limit communication. Oftentimes, those in lower ranks possess information that would be helpful to those at higher ranks. Respect and open communication across levels may contribute to the accomplishment of important organizational goals.

Everyone deserves to work in a climate of dignity and respect. One way to make that happen is to protect the dignity of others as you would your own.

Reducing Rankism in the Workplace

The following are suggestions to help reduce rankism in the workplace.

• Recognize the work that each employee contributes.

• Include lower-level employees in major organizational social events.

• Avoid unnecessary distinctions that may make certain groups feel like second-class citizens.

• Provide opportunities for employees at lower ranks to offer suggestions about how to do the work better. Listen to their responses.

• Include several levels of employees on committees and task forces, where appropriate.

References

Esty, K., Griffin, R., & Hirsch, M.S. (1995). Workplace diversity: A manager's guide to solving problems and turning diversity into a competitive advantage. Holbrook, M.A.: Adams Media Corporation.

Fuller, R.W. (2003) Somebodies and nobodies: Overcoming the abuse of rank. British Columbia, Canada: New Society Publishers.