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How to Achieve Meritocracy in the Workplace (Paradox (persistence of…

- - - - managers may have been self-compensating for an assumed bias in the performance evaluation scores, given the language about manager discretion used in this nonmeritocratic condition that they thought might favor male employees
- - - - no procedures to make unit heads (senior managers) accountable for their annual decisions regarding merit-based employee raises
    - - the process behind the performance reward system
      - the system’s outcomes
  - - - The committee, consisting of members of the company who were recruited from different divisions, including at least one HR professional, one executive, and a new full-time staff member in charge of compiling, coding, and analyzing data on employee compensation, would be responsible for assessing the fairness of pay decisions
    - - This process required the senior managers to briefly justify how much was awarded to each employee in their work unit