The chapter presented here proposes a psychological model based on the theories of planned behavior, cultural dimensions, attribution, and social identity that attempts to shed light on the cognitive process that German managers might follow to engage in discriminatory practices. We first argue that managers’ views of the work readiness of individuals from ethnic minorities are shaped by shared cultural norms, as well as by the managers’ interpretations of relevant others’ opinions. That is, we propose that German culture, which emphasizes collective well-being, produces social norms and shared responsibilities that greatly influence German managers’ behavior toward ethnic minorities. Furthermore, we suggest that managers who believe that their actions influence discriminatory behavior will be more likely to create policies that address discrimination in the workplace. Lastly, we propose several contextualized strategies to address discrimination in the workplace that are based on building social capital to facilitate cooperation in achieving common organizational goals.