Name Bias: Application Through the 4-Step Process Using Foundations of Critical Theory in Organizational Settings

Abstract

The phenomenon of name bias in the workplace has received scholarly attention, particularly within organizational dynamics, diversity, equity, and inclusion efforts. The article aims to identify the ramifications of name bias within organizational structures and how to mitigate it using the foundations of critical theory. The article provides a comprehensive overview of name perception within organizational settings, mainly focusing on the potential biases leading to unintentional or deliberate favoring of individuals in hiring decisions or discrimination based solely on their names. This research highlights the detrimental impact of name bias on organizational dynamics, proving that it hinders progress toward a more diverse, inclusive, and equitable workplace culture. The article conducts a literature review of articles in peer-reviewed journals selected from such academic resources as ABI/INFORM Collection, Business Source Complete (EBSCO Host), Google Scholar, JSTOR and ProQuest Research Library using the keywords “critical theory”, “diversity”, “equity”, “inclusivity” and “name bias”. Application of critical theory in the hiring process empowers organizations to deconstruct systemic biases, fostering a fairer, more inclusive environment for all candidates. This approach enables scrutiny of neutrality of hiring practices, exposing how seemingly objective criteria can obscure underlying biases rooted in race. Moreover, it unveils the social and cultural significance embedded in names, often intertwined with stereotypes and power dynamics. Organizations are advised to implement a four-step process: 1) raising awareness among staff involved in the hiring process about unconscious bias, including name bias, and its impact on decision-making, and the historical and social context of bias; 2) anonymous screening which is the blind recruitment practice, particularly in the initial stages of the hiring process, which involves removing personal information such as names from resumes to minimize unconscious name bias; 3) diverse hiring panels that include individuals from various racial backgrounds and give voices to marginalized groups. This can help reduce the impact of individual biases and promote a more inclusive decision-making process; 4) clear and standardized criteria for evaluating candidates to ensure that assessments are based on relevant skills, qualifications, and experience rather than subjective judgements influenced by names. The use of inclusive language in job descriptions and communications is needed to avoid terms that may be associated with certain demographic groups. The research findings can serve as a valuable resource for organizations looking for solutions to mitigate the phenomenon of name bias.