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Minimizing Workplace Gender and Racial Bias (Organizational Policy and…
Minimizing Workplace Gender and Racial Bias
Cognitive Foundations of Bias: Gender and Racial Stereotypes
stereotypes are cognitive schemata that invariably influence how we process information about others
biases are habitual and unconscious
people are unaware of how they shape their perspectives
individuating information
relevant information about the individuals being considered
can make stereotyping worse in hiring practices; negative biases come out if the hiring manager is actively looking at individual information
stereotypical thinking
cannot eliminiate
should try and minimize its impact on personnel decisions
Stereotypes in Institutional Context
real world vs. research applicability
sex role spillover
gender-linked traits associated with male-dominated occupations can profoundly affect the working climate for women
Organizational Policy and Practice: Generating and Sustaining Bias
pay and advancement prospects are closely tied to job titles and job ladders
visible trace of bias lies in patterns of segregation within and across organizations
personnel systems whose criteria for making decisions are arbitrary and subjective are highly vulnerable to bias due to the influence of stereotypes
highly subjective personnel systems also reinforce the impact of segregated informal networks and personal ties in hiring and internal selection decisions
subjective and highly discretionary internal selection systems favor those with personal ties to decision makers and fail to provide an opportunity to have their qualifications considered
bureaucratic, rule-based, objective personnel systems can also generate bias and produce highly segregated outcomes
senority
job requirements
Organizational Policy and Practice: Formalized Approaches to Minimizing Bias
judgments should be based on timely and relevant information
systematic job analysis
depends on the nature of job skills and the complexity and volatility of the task environment
decision makers should evaluate that information consistently with respect to clearly articulated criteria
mechanism must be in place for potential candidates to make their interests and qualifications known to those making the selections
substantive oversight of decision making needs to be implemented, beyond signing off by a higher level supervisor
The Limits of Formal Approaches: EEO Accountability is Key to Minimizing Bias
EEO regulations and laws contain considerable ambiguity regarding what constitutes compliance
firms subject to EEO regulation have considerable discretion in the extent to which they take substantive action or merely comply symbolically by going through the motions
1: implement as part of an organization's human resource information system the regular monitoring and analysis of patterns of segregation and differences by gender and race in pay and career advancement
such monitoring would assess whether disparities are greater than what plausibility might be expected based on differences in job-related knowledge, skills, abilities, and interests and other job-related factors that influence an employee's contributions to the organization
2: systemic analysis of feedback from employees about perceptions of barriers and opportunities for career advancement
3: explicit evaluation of managers and supervisors on their contributions to an organization's EEO goals