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Achieving Meritocracy in the Workplace (establish a more meritocratic…
Achieving Meritocracy in the Workplace
paradox of meritocracy
when managers believe their company is a meritocracy, they may be more likely to exhibit biases
gender- and race- associated wage disparities
managers: less vigilant about their individual actions → unintentional biases
cautionary lesson: if not implemented carefully, such efforts (merit-based approaches for hiring and retaining best employees) can trigger demographic biases
establish a more meritocratic workplace
clear processes and criteria for the hiring and evaluation of employee
monitoring and evaluating the outcomes of such company processes
bestowing an individual or group with the responsibility, ability and authority
implementing organizational accountability and transparency
three key dimensions
outcomes
A: assign responsibility for which aspects/results of pay decisions will be measured for fairness
decide which pay deci and re/as will be visible
audiences
A: identify who is accountable for pay processes and outcomes an to whom
determine whom makes pay pro and outc visible to whom
processes and criteria
A: assign responsibility for the processes, routines, and criteria to be used
T: determine which pro ,rou, and cri will be visible
rise of meritocracy
traditional pay raises: automatically; to all employees; at the same percentage levels
merit-based reward system and other performance management practices