 Lessons to Learn for Organizational PracticeChristina Keinert-Kisin
Chapter Chapter 7 in Corporate Social Responsibility and Discrimination, 2016, pp 183-192 from Springer Abstract: Abstract For-profit or other results-oriented organizations have a strong interest in making use of the best talent at hand. Paradoxically, empirical results presented here prove that (gender) discrimination persists to this day in personnel selection processes. This is the case even in the first stage of a personnel selection process, in concrete in the evaluation of written material for applicant suitability. This fact is of particular importance given the first step of the selection process ought to be guided by relatively objective assessments of suitability based on written material with relatively little impact of social factors such as social similarity or sympathy. If at this stage social factors bias selection decisions, subjective elements likely grow stronger at the job interview stage. For organizations, these results imply decision-makers may (potentially unintentionally) thwart economic, legal and ethical layers of corporate responsibility to treat women equally to men and according to their merit. Keywords: Equal Opportunity; Gender Bias; Gender Discrimination; Career Opportunity; Suitability Assessment (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:csrchp:978-3-319-29158-1_7 Ordering information: This item can be ordered from DOI: 10.1007/978-3-319-29158-1_7 Access Statistics for this chapter More chapters in CSR, Sustainability, Ethics & Governance from Springer |
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