Explaining Gender-Based Selection Decisions: A Synthesis Of contextual and Cognitive Approaches

Perry, Elissa L.; Davis-Blake, Alison; Kulik, Carol T.

doi:10.5465/amr.1994.9412190219

Cited by 150 publications

(123 citation statements)

References 80 publications

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“…We use this model as a tool to understand the segregating effects of referring, to explain the contributions of referral processes to job segregation, and to compare referring's segregating effects with those of another major segregating mechanism -hiring biases (Perry, Davis-Blake and Kulik, 1994).…”

Section: Methodsmentioning

confidence: 99%

Missing Links: Referrer Behavior and Job Segregation

Rubineau

Fernández

2010

SSRN Journal

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How does referral recruitment contribute to job segregation, and what can organizations do about it?Current theory on network effects in the labor market emphasizes the job-seeker perspective, focusing on the segregated nature of job-seekers' information and contact networks, and leaves little role for organizational influence. But employee referrals are necessarily initiated from within a firm by referrers. We argue that referrer behavior is the missing link that can help organizations manage the segregating effects of referring.Adopting the referrer's perspective of the process, we develop a computational model which integrates a set of empirically documented referrer behavior mechanisms gleaned from extant organizational case studies.Using this model, we compare the segregating effects of referring when these behaviors are inactive to the effects when the behaviors are active. We show that referrer behaviors substantially boost the segregating effects of referring. This impact of referrer behavior presents an opportunity for organizations. Contrary to popular wisdom, we show that organizational policies designed to influence referrer behaviors can mitigate most if not all of the segregating effects of referring. , and is associated with the imposition of mandated policy changes on organizational defendants in EEO lawsuits (regarding sex discrimination cases, see Hirsh [2008]). In light of these perceived organizational and societal perils, the numerous calls to reduce or even eliminate recruitment via employee 1 Although referral recruitment is viewed to have associations with both the race and sex segregation of jobs, in this paper we focus on sex segregation. The simplifying choice to focus on sex segregation was a pragmatic one: modeling the dynamics of a dichotomous variable such as sex is more straightforward than a multi-valued (and potentially multidimensional) variable as race. We recognize this choice as a limitation. Sex and race are both important and omnipresent social markers of individuals in organizational contexts (Ashforth and Humphrey 1995;Heilman 1995; Hirschfield 1999), and these particular markers can interact in complex ways (Chafetz 1997), especially in the context of the labor market (Browne and Misra 2003;Robinson et al. 2005). This simplification neither makes any assumptions of the relative importance of one type of segregation over another, nor reflects a view that the homogenous treatment of groups by race or sex, and not both simultaneously, is unproblematic. We plan to expand future versions of the model to include race and sex simultaneously.

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Section: Methodsmentioning

confidence: 99%

Missing Links: Referrer Behavior and Job Segregation

Rubineau

Fernández

2010

SSRN Journal

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“…Therefore, it can be argued that the more diverse the workforce, the more likely that its members will be familiar with, and tolerant of ISSN 2162-3058 2015 www.macrothink.org/ijhrs 57 differences between people. Researchers have also found that current composition of the workforce can affect future levels of minority segregation (Perry et al 1994). Thus, low level of diversity (tokenism) can produce negative outcomes (alienation and pressure), while "appropriate" level of diversity would produce positive outcomes (inclusion and social networks) (Blau, 1977;Kanter, 1977).…”

Section: Breadth and Depth Of Workforce Diversitymentioning

confidence: 99%

“…Specific working practices such as comprehensive employee recruitment and selection, incentive compensation and performance management systems, extensive employee involvement and training have been argued to improve employees" knowledge, skills and abilities which will subsequently increase their level of motivation and willingness to stay (Huselid, 1995;Jones & Wright, 1992). The relevance of organisational policy and practice vis-à-vis workforce diversity is anchored in theoretical and empirical evidences, which suggest that organisational policy, and practice can influence employee attitudes and behavior ( Black and Mendenhall, 1990;Black et al 1991;Cox, 1991;Harris, 1994;Heery, 1994;Jackson, et al, 1992;Jenner, 1994;Konrad & Linnehan, 1994;McNerney, 1994a;Perry, Davis-Blake & Kulik, 1994;Smith, 1994;Stephenson & Krebs, 1993;Tung, 1993). For example, organisational policy and practice can either support or hinder employee integration and commitment.…”

Section: Organizational Policy and Practicementioning

confidence: 99%

Diverse Human Resource And Organizational Productivity: Towards An Analytical Framework

Alharbi

Mamman²

2015

ijhrs

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Experts generally agree that workforce diversity can produce positive outcome such as novel and diverse ideas. However, research evidence indicates that workforce diversity can lead to undesirable outcomes as well. For example, research indicates that performance of a sample of managers was lower when assigned to a diverse group. Another study found that, while performance of some women is higher in a mix-sex group than in same-sex group, men's performance is higher in an all-male group. The main purpose of this paper is to put forward an analytical framework that can help to explain why diverse employees do not always produce desirable outcomes. Using Social Exchange, Organizational Citizenship Behavior, and Organizational Commitment theories the paper explains why and how diverse employees respond to the treatment they receive from the organization and its members. The framework yields research and practical implications for managing diversity.

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“…Gender imbalance may also be described as gender segregation in an organization where perhaps women work in distress due to minority. Many multinational companies like Unilever formalize organizational disciplines such as job ladders not only to create equal opportunities to in respect to gender, race and religion but also to solve the gender segregation issues (Perry et al, 1994). However beliefs about appropriate age or level of attractiveness may be meticulously examined by the companies while implementing the gender related policies towards improving the workplace environment.…”

Section: Gender Sensitivity Issues At Workplacementioning

confidence: 99%

Trust and Cross-Cultural Dissimilarities in Corporate Environment

Rajagopal

2006

SSRN Journal

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Implications: The success in corporate venturing is associated with high levels of commitment, trust, group dynamics and skills in functional management of the venture. The discussions in the paper offer analytical insights to the manages to develop an operational balance in the team to achieve higher performance.Originality/Value: The thesis of the paper is developed around the issues of the cross-cultural variables affecting workplace environment in reference to trust, team work and gender sensitivity required for achieving efficiency in a business ventures. The paper explores and maps the symbiosis between the cognitive drivers of tem member personality and organizational work culture.

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Explaining Gender-Based Selection Decisions: A Synthesis Of contextual and Cognitive Approaches

Cited by 150 publications

References 80 publications

Missing Links: Referrer Behavior and Job Segregation

Missing Links: Referrer Behavior and Job Segregation

Diverse Human Resource And Organizational Productivity: Towards An Analytical Framework

Trust and Cross-Cultural Dissimilarities in Corporate Environment

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