RUNNING HEAD: SOCIAL LEARNING THEORY AND DISCRIMINATION

RESEARCH

Jessica Stec
September 12, 2014
Concordia University
Article Review of Social Learning Theory: A Framework for Discrimination Research
Submitted in partial fulfillment of the requirements for EDUC 532

Social learning theory and Discrimination

In order to understand social learning theory and how it could be related to

discrimination research, one must first understand social learning theory as it stands
alone. In researching what exactly is social learning theory, http://www.learningtheories.com/social-learning-theory-bandura.html explains, Banduras Social Learning
Theory posits that people learn from one another, via observation, imitation, and
modeling. The theory has often been called a bridge between behaviorist and cognitive
learning theories because it encompasses attention, memory, and motivation. Barclay
points out how new behaviors can be acquired, They can be acquired through direct
experiences or through observation of others (p. 587). Barclay goes on to explain how
reinforcement is viewed and this leads to developing expectancies about behaviors or
outcomes. She then takes the social learning theory and applies it to sexual
discrimination in the work place.
Bandura uses social learning theory and identifies two determinants of behavior.
Barclay states, An efficacy expectation is the belief that one can successfully execute the
behavior required to produce an outcome. An outcome expectancy is a persons belief
that a given behavior will lead to a particular outcome (p. 588). In the article, she relates
these two determinants to sexual discrimination in the workplace. She explains that high
efficacy expectations lead to high behavioral results, however, in regards to male or
female, the efficacy expectation may vary in relation to the duties of the job. If the past
position was for a male, and a woman fills the position, the duties may be lessened or not
equal to what they would have previously been. This then lowers the efficacy
expectation for the female, and her job performance suffers due to this process. Vicarious
experience is also related to this concept, and even if efficacy expectations are lowered,

Social learning theory and Discrimination

the person could see others working and believe that they too could improve towards
mastery of skills. Verbal persuasion and emotional arousal are also other ways in which a
female can improve in the workplace, but these two do not produce lasting, permanent
results.
The article then goes on to explain blatant discrimination and subtle
discrimination in the workplace in relation to sex discrimination. Blatant discrimination
is explained in two forms. Barclay continues, The first is access discrimination in which
non-job-related limitations are placed on an identifiable subgroup at the time a position
is filled. The next, treatment discrimination, which refers to invalid differential
treatment of subgroup members once they have gained access to the organization (p.
589). These two types of discrimination limit the tasks that may be suitable for an
individual and could advance them further if given the chance, though unlikely due to the
discrimination. This in turn, lowers the efficacy expectation of the individual. For
example, not allowing women the same opportunities as men is an example of this, and
prevents women from furthering within the organization. Subtle discrimination is also
split into two categories, the stag effect and the putdown. The stag effect involves
isolation of females from others important in decisions making processes. The putdown
is simply negative comments made by males about females, which then leads to lower
efficacy expectations, and meets the idea of outcome expectancy. Both categories can
cause lasting problems for women in the workplace, and the idea continues that they
cannot do the job as sufficient as a man would do. This then leads to a Catch-22 and the
cycle begins again.

Social learning theory and Discrimination

Women deserve just as much respect in the workplace as men do, but
preconceived notions, or past examples that have not been favorable, lead to situations
like I have mentioned, to occur. If women are not given the opportunity to showcase
their strengths, and are not trusted with more responsibility, they will never be able to
advance and prove their worth. For example, managerial positions are most often seen as
a males job. If it is always viewed in this light, the question becomes would a woman be
able to do the same job as efficiently. It should not be whether a woman can do the job,
but whether any individual is able to meet the demands that are required of the position.
Unfortunately, this can be contagious and lead others to believe this as well as the
individual in question. If that is the case, then before they even enter into a new position,
their efficacy expectation has been lowered and they do not perform at their best. In the
situation of isolation, women are in a position, but their strengths are not noted, and they
are not given full credit for their achievements. They then lower their views and opinions
based on the situation, and are no longer functioning as successful as they once were.
Barclay continues to elaborate on not only race discrimination, but also age and
handicapped discrimination. Individuals are not given positions that are challenging in
order for them to prove themselves, and they are left either at a dead-end position, or not
performing satisfactorily in their present position.
The discrimination that is related to social learning theory is not isolated to one
instance, one situation, but is evident in different categories. Unfortunately, the truth of
the matter is directly related to ones self-esteem. How others view one eventually leads
to how one view themselves. If they are not given a challenge or allowed to prove
themselves in certain position, their self-esteem is lowered and they no longer desire to

Social learning theory and Discrimination

compete in the work place. Individuals deserve equal treatment across the board and
employers need to recognize the strengths of individual and allow them to prove their
work ethic, effort, and capabilities. It is only natural for one to view themselves as lesser
if constantly being passed over for other positions, or not being allowed to show their
very best. The social learning theory is a good way to see how discrimination affects
work place behaviors and attitudes.

Social learning theory and Discrimination

References
Social Learning Theory (Bandura). Retrieved September 12, 2014 from
http://www.learning-theories.com/social-learning-theory-bandura.html.
Barclay, L. (1981). Social learning theory: a framework for discrimination research.
Academy of Management Review, 1982, 7(4), 587-594.