achieve meritocracy in the workplace
merit-based reward practices
pay disparities
gender, race, national origin
no protection against demographic bias
establish a more meritocratic workplace
matter of establishing clear processes and criteria for the hiring and evaluation of employees
a matter of monitoring and evaluating the outcomes of such company processes, and bestirring an individual or group within the organization with the responsibility, ability and authority to ensure that those formal processes
hiring rewarding and promoting the best people
create formal systems
ensuring job applicants and employees
more difficult than it first appear
findings: an organization is meritocratic may open the door to biased
a paradox of meritocracy
organizational phenomenon
help explain the persistence of gender-and race-associated wage disparities at many organizations
core values
raises and bonuses are based entirely on the performance of the employee
service one's goal is to reward all employees equitably every year
experiments
findings
service one tended to favor a male employee over an equally qualified female individual in the same job
important for companies that are employing progressive human resources practices to recruit and hire the best talent
ensuring meritocracy in the workplace
two key areas needed to be improved
lack of organizational accountability
limited transparency
merit-based pay rewards
significant reductions in the gender, race and foreign nationality gaps
both the accountability are the transparency mechanisms has been effective in reducing pay gaps
implementing organizational, accountability and transparency
executives can assess the general degree of meritocracy at their company
specific measures can be implemented to make certain pay comparisons possible among individuals inside the company
organizational transparency
defined as a set of procedures
three key dimensions
apply to recruitment and selection
processes and criteria
How will performance-based pay be distributed among employees?
outcomes
what rewards are being given to employees
determine the degree of organizational accountability and transparency in their performance management systems
audiences
who is responsible for and who knows about the pay processes, criteria, and outcomes
goal: help executives think systematically about the ways in which they can counterbalance the complacency
set up a pay-for-performance system that is both accountable and transparent
toward the rise of meritocracy
pay raises
replaced by merit-based reward system
lead to biases based on gender, race, and national origin