By: Karen Carrera

Discrimination can take place at work within the same culture, nationality or ethnic group.

As a Latina Spanish-speaking workplace investigator, I am sometimes asked to investigate situations involving Latinx supervisors who are accused of treating first-generation Latinx immigrant workers differently from other employees. While it is important to avoid generalizations and recognize that many factors can influence workplace dynamics, it is worth exploring some of the circumstances that may contribute to conflict or tension between Latinx supervisors and immigrant workers, even when they share similar ethnic and/or cultural backgrounds.

One factor that may contribute to tension between first-generation immigrant workers and second- or third-generation Latinx supervisors is the supervisors’ experience with assimilation. Supervisors who perceive themselves as having successfully navigated the assimilation process may sometimes have expectations about how others should adapt to workplace or societal norms. In some cases, they may become frustrated when they perceive that employees are facing challenges in that process. For certain supervisors, immigrants’ perceived difficulties integrating into the dominant culture may be viewed as reflecting on their broader community or group identity.

In addition to expectations surrounding assimilation, workplace power dynamics can significantly shape how supervisors interact with employees. Beyond their positions within the organizational hierarchy, supervisors and workers may differ in language proficiency, cultural experiences or immigration backgrounds. These differences can sometimes create imbalances in workplace relationships. In some instances, supervisors may exercise authority in ways that employees perceive as arbitrary, inconsistent or unfair.

While concerns involving the treatment of Latinx immigrant workers by Latinx supervisors may sometimes involve conscious prejudice, they may also arise from unconscious or internalized biases, misunderstandings or cultural differences. Some supervisors may make decisions regarding pay, hours and/or scheduling that are influenced by assumptions or preconceived notions about immigrant workers and their contributions to the organization.

Beyond bias, differences in communication styles, work expectations or cultural norms can sometimes lead to misunderstandings. If a supervisor is unfamiliar with a particular group’s customs or experiences, they may misinterpret certain behaviors or communication styles. Rather than seeking additional understanding, some supervisors may rely on existing assumptions, which can contribute to decisions that employees perceive as unfair or inequitable.

When an organization’s culture does not prioritize diversity, inclusion or adequate support and training for supervisors, it can create an environment in which workplace concerns are more likely to arise. Employers can promote cultural awareness and inclusion through training programs focused on cultural competence, effective communication and leadership skills. These efforts can strengthen workplace relationships and foster positive experiences for immigrant workers. Creating a culture of inclusivity and cultural understanding is one of the most important components of building a workplace where employees feel respected, valued and supported. In turn, this can reduce workplace friction and improve productivity, benefiting the organization as a whole.

Here are several factors that may contribute to bullying, harassment or a hostile work environment within the same demographic group of workers:

  1. Power and control: Some supervisors may engage in inappropriate workplace behavior as a way of asserting authority or maintaining control over their teams. Employers may exhibit behaviors that employees experience as intimidating or domineering. Over time, this can contribute to a fear-based work environment in which employees may be reluctant to raise concerns.
  2. Insecurity and low self-esteem: In some cases, supervisors who engage in bullying behavior may be struggling with personal insecurities or low self esteem. These challenges can influence how they interact with employees, sometimes resulting in conduct that employees experience as belittling, dismissive or demeaning.
  3. Pressure and stress: The pressure to meet performance goals, deadlines and other workplace expectations can cause supervisors to become stressed, overwhelmed or irritable. When these stressors are not managed effectively, some supervisors may respond in unproductive ways that negatively affect workplace relationships. This can contribute to a work environment in which employees experience inappropriate criticism, hostility or mistreatment.
  4. Lack of training and/or self-awareness: Emotional intelligence is an important skill for supervisors when addressing conflicts and communicating effectively with employees. Some supervisors may not have received the training or developed the self-awareness necessary to navigate difficult interpersonal situations professionally. As a result, they may rely on ineffective or inappropriate approaches when managing disagreements or workplace challenges.
  5. Organizational culture: In certain workplaces, aggressive management styles or disrespectful conduct may be tolerated, normalized or insufficiently addressed. In these environments, supervisors may come to view such behavior as an acceptable management practice. Changing these perceptions can be difficult without organizational commitment and leadership support.
  6. Personal issues or biases: Supervisors, like all individuals, may hold conscious or unconscious biases. They may also display favoritism toward friends, family members or preferred employees, or allow personal conflicts to influence workplace decisions. These factors can contribute to behavior that employees perceive as bullying, harassment or unfair treatment.

Organizations should have policies in place to address workplace bullying and provide support to both employees and supervisors to prevent and respond to these issues effectively. RPLG can help your organization draft policies and procedures in English and Spanish and provide training and coaching to supervisors on preventing workplace mistreatment and fostering respectful, inclusive work environments.

As a bilingual workplace investigator and attorney, I can investigate matters involving Spanish-speaking employees in a way that ensures the parties are heard and understood. Using Spanish-language interpreters is not a substitute for someone who understands the language, culture and potential biases that may arise. We can help. Contact Karen Carrera at kcarrera@publiclawgroup.com or call (415) 504-1856.