Minimizing Workplace Gender and Racial Bias (Gender and Racial Stereotypes…
Minimizing Workplace Gender and Racial Bias
The gender gap in
median weekly earnings among full-time wage
and salary workers is about 25 percent (i.e.,
women earn 75 percent as much as men).
Some of the lowest unemployment rates in history but unemployment of African Americans is twice of that of whites.
Gender and Racial Stereotypes
Steroetypes are used to help process information
It is important to not stop stereotyping, but to stop the
that comes with it.
Must be done carefully, as introducing new data can backfire and inhibit the stereotype even more.
This is often true for both high-level jobs, where it is often believed that an employee's qualifications and contributions are impossible to measure systematically, and lower-level jobs, where it might seem natural to assume that those traits are so readily known that no systematic assessment is necessary.
Stereotypes in institutional context.
Often the experiences to change biases and criticized as not being real world, or easily replicated in life.
Women in male-dominated fields are evaluated more extremely, perceived and different and receive less support.
Similar experiences resulting from gender imbalances happen in racially imbalanced experiences.
Generating and Sustaining Bias
Typically jobs that are segregated based on male/female traits are not as strongly seen.
Word-of-mouth recruitment typic reproduces the existing gender and ethnic co position of a workforce
When managers have a great deal of influence over promotions, etc biases are often seen.
Social psychological research shows that the impact of gender and racial stereotyping judgments about individuals can be minimized t when judgments are based on timely and relevant information
However, placing substantial weight on prior
industry experience in an industry dominated by white males has the same effect as a strict senior- reveals the social psychological and organiza-
ity system in a firm that has historically exclud-tional bases of career barriers also points the way ed women and minorities.
Formal Approaches that can be taken.
"Identity-blind" to ensure the practice is the same for each individual.
Though "identify-concious" circumstances were more effective at reducing bias, in a Philadelphia study.
Conduct evaluations of managers and supervisors of their contribution to the EEO.
Systematically analyze feedback from employees of barriers to career opportunities.
"The first is to 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."