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Achieving Meritocracy (The Paradox of Meritocracies :snake: (no protection…
Achieving Meritocracy
The Paradox of Meritocracies :snake:
hiring, rewarding, and promoting based on merit
no protection against demographic bias
disparities might exist because of such efforts
A study where one group was not presented as meritocratic, females received higher bonuses- more self-compensating for assumed bias
makes managers less vigilant about their individual actions, leading to more biased decisions :warning:
typical performance evaluations are vulnerable to bias such as gender, race, etc
Guard against the paradox of metiocracy
Transparency :fire:
set of procedures that make relevant pay data available to certain individuals
should be up to date and available
can be made accessible to different
audiences
inside the organization
can be accomplished in 2 ways:
process transparency
- pay distribution processes and criteria are known to certain individuals
outcome transparency
- specific measures can be implemented to make certain pay comparisons possible among individuals inside the company
Accountability :fire:
set of procedures that make certain individuals responsible for ensuring the fair distribution of rewards among employees
Can be accomplished in 2 ways:
2) certain individuals can be in charge of monitoring and identifying unfair pay decisions (
outcome accountability
)
1) certain individuals can be made responsible for design/implementation of pay decision procedures (
process accountability
)
Changes to the organization in the study:
senior managers had to follow a formalized process for assigning rewards based on employee evaluations (had to justify stuff)
performance reward committee granted authority to modify pay decisions by senior managers
performance reward committee appointed to monitor reward decisions (assess fairness)
Implementing Accountability/Transparency:
1)
assess degree of meritocracy
from data on new hires, starting salary, merit-based pay, promotions, other career outcomes
2)
analyse data for demographic patterns
(with other employment variables being equal)
3) the use of this data to study people-based processes, decisions, and outcomes (people analytics) can help
identify and fix biases
3 major :key:s to a true meritocracy
outcomes
What rewards are being given to employees?
accountability: assign responsibility for which aspects/results of pay decisions will be measured for fairness (outcome accountability)
transparency: decide which pay decisions and results/aspects will be visible (what)
audiences
who is responsible for and who knows about the pay processes, criteria, and outcomes?
accountability: identify who is accountable for pay processes and outcomes and to whom
transparency: determine who makes pay processes and outcomes visible to whom
processes and criteria
how will performance based pay be distributed among employees?
accountability: assign responsibility for the processes, routines, and criteria to be used
transparency: determine which processes, routines, and criteria will be visible (how)