Unconscious bias in the HRM literature: Towards a critical-reflexive approach

Storm, Kai Inga Liehr; Reiss, Lea Katharina; Guenther, Elisabeth Anna; Clar-Novak, Maria; Muhr, Sara Louise

doi:10.1016/j.hrmr.2023.100969

Cited by 9 publications

(5 citation statements)

References 197 publications

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“…Hence, we found this topic important and valid for understanding potential pitfalls in managerial decisions, especially when employees are involved. Recruitment, selection, employee appraisal procedures are social contexts where judgment and decision-making processes are essential (Storm et al 2023). Additionally, these procedures are often led in scarcity of time and information, which make them typical environment for heuristics and biases to occur (Marsh 2002).…”

Section: Discussionmentioning

confidence: 99%

“…The fact that human resource managers oversee recruitment, selection, employee appraisal, career development, promotional decisions, training, and compensation and all these activities involve decision-making as a function of perceptions and judgments (Storm et al 2023). The consequences of such decisions in this domain might be felt at the individual level -affecting someone`s future career (Swider, Harris, and Gong 2022), at the process level -rejecting potentially effective candidates and accepting ineffective ones (Whyte and Sue-Chan 2002), as well as on the organizational level leading to unintentional expenses (Ceschi et al 2019).…”

Section: Introductionmentioning

confidence: 99%

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Base Rate Neglect Bias: Can it be Observed in HRM Decisions and Can it be Decreased by Visually Presenting the Base Rates in HRM Decisions?

Kovačević,

Manojlović

2024

IJCRSEE

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The aim of this experimental research was to explore if the future HR managers are susceptible to the base rate neglect (BRN) bias and if the visual presentation of the base rates improves their reasoning. The BRN bias is a tendency to disregard a priori probabilities that are explicitly given for the class of observed objects. In this study, BRN is seen as the case of decision-making bias in the work-related context. Although it is inevitable part of the decision-making processes concerning employees`, the topic is not sufficiently studied. A total of 65 participants, enrolled in the master studies of HRM, were subjected to 4 different types of BRN tasks, in which five different HR activities were described. They were varied within subjects, representativeness of description, and format of base rate. Within each task there were five different situations that make 20 tasks in total. The two-way repeated-measures ANOVA revealed that the proportion of biased answers was significantly higher on the representative tasks when the tasks presented visually, with no interaction between representativeness and format of task. Results are in line with previous studies that observed an effect of BRN on decision-making process. Yet, unexpectedly, visual presentation of base rates did not facilitate unbiased reasoning implying that some other form of presentation might be more appropriate for the task.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Base Rate Neglect Bias: Can it be Observed in HRM Decisions and Can it be Decreased by Visually Presenting the Base Rates in HRM Decisions?

Kovačević,

Manojlović

2024

IJCRSEE

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“…The size of the company can also increase the effectiveness of hiring policies, as more developed HRM systems enable overcoming (or limiting) the role of distortions on the side of the employer. As emphasised by one relevant strand of the cognitive literature, the characteristics of the recruiter (or the employer) themselves can directly affect their judgement and therefore the recruitment process (see Storm et al ., 2023, for an updated systematic literature review on unconscious biases in HRM). In the context of limited information on the unobservable skills of job applicants, recruiters try to behave rationally, but their cognitive abilities are limited, and their personal judgement comes into play.…”

Section: Research Hypothesesmentioning

confidence: 99%

Which employers pay a higher college wage premium?

Ikeuchi,

Fukao,

Perugini

2024

IJM

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PurposeThe authors' work aims to identify the employer-specific drivers of the college (or university) wage gap, which has been identified as one of the major determinants of the dynamics of overall wage and income inequality in the past decades. The authors focus on three employer-level features that can be associated with asymmetries in the employment relation orientation adopted for college and non-college-educated employees: (1) size, (2) the share of standard employment and (3) the pervasiveness of incentive pay schemes.Design/methodology/approachThe authors' establishment-level analysis (data from the Basic Survey on Wage Structure (BSWS), 2005–2018) focusses on Japan, an economy characterised by many unique economic and institutional features relevant to the aims of the authors' analysis. The authors use an adjusted measure of firm-specific college wage premium, which is not biased by confounding individual and establishment-level factors and reflects unobservable characteristics of employees that determine the payment of a premium. The authors' empirical methods account for the complexity of the relationships they investigate, and the authors test their baseline outcomes with econometric approaches (propensity score methods) able to address crucial identification issues related to endogeneity and reverse causality.FindingsThe authors' findings indicate that larger establishment size, a larger share of regular workers and more pervasive implementation of IPSs for college workers tend to increase the college wage gap once all observable workers, job and establishment characteristics are controlled for. This evidence corroborates the authors' hypotheses that a larger establishment size, a higher share of regular workers and a more developed set-up of performance pay schemes for college workers are associated with a better capacity of employers to attract and keep highly educated employees with unobservable characteristics that justify a wage premium above average market levels. The authors provide empirical evidence on how three relevant establishment-level characteristics shape the heterogeneity of the (adjusted) college wage observed across organisations.Originality/valueThe authors' contribution to the existing knowledge is threefold. First, the authors combine the economics and management/organisation literature to develop new insights that underpin the authors' testable empirical hypotheses. This enables the authors to shed light on employer-level drivers of wage differentials (size, workforce composition, implementation of performance-pay schemes) related to many structural, institutional and strategic dimensions. The second contribution lies in the authors' measure of the “adjusted” college wage gap, which is calculated on the component of individual wages that differs between observationally identical workers in the same establishment. As such, the metric captures unobservable workers' characteristics that can generate a wage premium/penalty. Third, the authors provide empirical evidence on how three relevant establishment-level characteristics shape the heterogeneity of the (adjusted) college wage observed across organisations.

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“…Por tal motivo, la empresa busca constantemente crear un ambiente de trabajo motivador con el uso de la psicología positiva y el coaching ontológico. En paralelo, Storm et al (2023) argumentan la importancia de contratar empleados diversos para contrarrestar los efectos adversos de los sesgos inconscientes en las culturas organizativas. Abordando la necesidad de tomar acciones concretas para cambiar culturas laborales exclusivas.…”

Section: Cultura Organizacional Y Liderazgo Transformacionalunclassified

Cultura organizacional: factores clave de una estrategia exitosa de recursos humanos en ventas

Guatemala Mariano,

Martinez Prats,

Silva Hernández

2023

FACE

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La cultura organizacional y su impacto en el desarrollo de una exitosa estrategia de recursos humanos con enfoque en ventas son elementos fundamentales para el éxito de una empresa inmobiliaria en México. La cultura organizacional, compuesta por valores, creencias y comportamientos compartidos, influye en cómo los empleados perciben y se comprometen con su trabajo. En una estrategia de recursos humanos orientada a las ventas, una cultura sólida puede marcar una gran diferencia. Una cultura que promueva la orientación al cliente, la colaboración entre equipos y habilidades emocionales positivas crea un ambiente propicio para alcanzar los objetivos de ventas. Este es un estudio de caso de una empresa mexicana en el sector inmobiliario en la ciudad de Mérida, Yucatán, con el propósito de identificar las variables que impactan la estrategia de recursos humanos para lograr los objetivos de la organización. Los resultados muestran que la gestión del talento es crucial en esta estrategia. Atraer, reclutar, desarrollar y retener empleados con habilidades y competencias relevantes es esencial para el éxito en las ventas. El entrenamiento efectivo fortalece habilidades clave como la negociación, la comunicación y la inteligencia emocional. El coaching ontológico brinda apoyo individualizado a los empleados de ventas, ayudándoles a superar barreras emocionales o mentales que puedan limitar su desempeño. La evaluación continua del desempeño y el seguimiento de indicadores clave permiten identificar fortalezas y áreas de mejora, ajustando las estrategias según sea necesario. La flexibilidad laboral y la promoción de la innovación son vitales en un entorno empresarial en constante cambio. Ofrecer opciones de trabajo flexibles y fomentar una cultura de innovación permite adaptarse a las demandas del mercado y mejorar la satisfacción y el compromiso de los empleados. La transformación organizacional implica implementar cambios significativos para impulsar la competitividad y el crecimiento sostenible. Al integrar estas variables en la estrategia de recursos humanos, las empresas pueden mejorar el rendimiento de sus equipos de ventas y lograr el éxito en un mercado competitivo y en constante evolución.

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Unconscious bias in the HRM literature: Towards a critical-reflexive approach

Cited by 9 publications

References 197 publications

Base Rate Neglect Bias: Can it be Observed in HRM Decisions and Can it be Decreased by Visually Presenting the Base Rates in HRM Decisions?

Base Rate Neglect Bias: Can it be Observed in HRM Decisions and Can it be Decreased by Visually Presenting the Base Rates in HRM Decisions?

Which employers pay a higher college wage premium?

Cultura organizacional: factores clave de una estrategia exitosa de recursos humanos en ventas

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