She Ll Be Hired: Article Analysis

Moreover, evaluators are more prone to assess groups of people rather than as individuals, basing their decisions on group stereotypes instead of individual past performances on a job, skills and abilities. Goldin research suggests that “some would claim that earnings differences for the same position are due to actual discrimination” (Goldin, 2014).

Gender bias has continued to be constructed in communication through marked forms. In Lean In, Sheryl Sandberg discusses, “When people talk about a female pilot, a female engineer, or a female race car driver, the word “female” implies a bit of surprise”(Sandberg, 140). If everyone continues not to discuss gender bias then the world will continue to use marked forms, which Sandberg sees as a tool for people to be-little others (Sandberg, 140). She concludes this thought by saying “We can no longer pretend that biases do not exist, nor can we talk around them. The result of creating a more equal environment will not just be better performance for our organizations, but quite likely greater happiness for all”(Sandberg, 158).

Holzer and Neumark have gone one step forward in their study and have tried to analyze the fate of women and minority employees who had been hired by firms in order to fulfill their obligations under the affirmative action order. They found that women and minority employees performed as well as their white male counterparts if all of them had the same educational qualifications. They also concluded in their study that firms which had objective methods of analyzing employee’s performance saw more number of women high performers than those who simply depended on the rating given by superiors. Thus this study proves that if objective HR practices are followed and personal biases of the reporting managers are removed; women and minority employees perform as well as male counterparts. Their study also suggests that following affirmative action consistently makes a firm more impartial and the bias is more or less removed after the initial reluctance. One of the major points of argument lately has been the glass ceiling which women employees have to face in Corporate America. People have claimed that there is a barrier which prevents women from reaching the upper echelons. Unfortunately

The article details what it calls “barriers” in the career lifecycle that result in the impediment of either hiring or the promotion of a diverse workforce. These barriers can occur at recruitment, hiring, and promotion stages in the career lifecycle. (Matthies 1) Recruitment barriers include the low numbers of diverse applicants due to the lack of outreach programs designed to bring awareness of the employment availability to minorities and women. Hiring barriers include failure to meet standards

Black and white individuals had similar names until the 1960s. By the 1970s, these names changed dramatically amongst Black families. Today names are extremely important in the identity of the individual. A person 's name has the influence in providing a strong socio-economic status (Bound and Freeman 1992). The research study focuses on the patterns between aversive racism on black names and job hiring practices. This study will use a field experimental research to determine hiring rate of a resume with a distinctively black and distinctively white names. There will also us qualitative method: in-depth interview to understand participants selected specific resumes over others. The results will find that the subtle and indirect ways that aversive racism operates may play a critical, but largely unrecognized role in hiring processes. The consequence of aversive racism in hiring process remains largely unaddressed, and that patterns between a black name and employment, is still prevalent in today’s society.

Diversity at Target, like everywhere, is a work in progress. Target is ahead of the national average in terms of minority hiring. Additionally, the company has a higher percentage of minorities in management positions than the industry average. “The Strength of Many. The Power of One,” is Target’s tagline for diversity. It is realized that we need many points of view all working towards the common goal in order to be successful. The goals set forward in this plan are: to increase diverse hire mix by 30% over last year; improve retention rate by 30% over last year; and to develop high potential diverse talent in the ST. Louis market. This can be done

In the article Diversity in the Workplace, written by Kenneth Jost published on October 10th 1997, reads about the changes job settings face because diversity is being encouraged. The statistics, in this article, prove that there was more white males employed than other genders and races, but this issue is decreasing over the years because of diversity awareness. Later, the article spoke about affirmative action, and diversity training being created to help minorities receive equal employment opportunities. Also, affirmative action was created to help minorities with college and university admissions. The visible change lead white males to feel threatened that their jobs were being taken. 56 percent of white males believed these programs that

The topic of minorities in the workforce and how the struggle to accomplish equal treatment in today’s workforce is nothing new to our society. For centuries we have been concerned that by bringing together our different backgrounds, skills, and experiences, as well as the many businesses of this great

The United States is one of the most diverse nations on the earth, originally conceived so, and often described as a great melting pot, as “all nations are melted into a new race of man, whose labours and posterity will one day cause great changes in the world” (St. John de Crèvecoeur, 1782). Yet, despite the country’s diverse population, the workplace remains a place of inequality as women and minorities continue to earn less than their white male counterparts (U.S. Bureau of Labor Statistics, 2011; U.S. Census Bureau, 2009) and advance less in managerial and professional positions (Kinicki & Kreitner, 2008). The question of workplace diversity is a polarizing debate with proponents of diversity measures arguing the business benefit of

Today's workplace is more diverse than it has ever been in history. While the workforce has made strides in the direction of equality, it is still far from attaining total equality in the workplace. A company must value diversity. The main objectives of valuing diversity include awareness, education, and positive recognition of the differences among people in the workforce. Organizations are increasingly emphasizing group work or teamwork as a source of competitive advantage in a diverse workforce. It has been suggested that such organizations must target their recruitment efforts at applicants who are both diverse and amenable to working in teams ( Rau, Hyland 2003).

The diversity discrimination has been a controversial topic for centuries which had established essential laws like affirmative action and equal opportunity programs hoping for fairness environment in the labor market. The integrity and awareness are necessary to attend in the organization personnel selection. Somehow, when the selection decision is participated by personal social identity or connecting type like age, sex and race to particular job thus the recruitment is attempting to create stereotype recognition in workplace. In this case, the stereotype is triggering classification between laborers and harmony with prejudice. Proponents this approach are appealing to be in environment that has favoritism and favorability, without considering the consequences that would happen for the employee's performance and behavior.

Harvard Business Review September, 1996 / October, 1996 HEADLINE: MAKING DIFFERENCES MATTER: A NEW PARADIGM FOR MANAGING DIVERSITY BYLINE: by David A. Thomas and Robin J. Ely; David A. Thomas is an associate professor at the Harvard Business School in Boston, Massachusetts. Robin J. Ely is an associate professor at Columbia University 's School of International and Public Affairs in New York City. Their research and teaching focus on the influence of race, gender, and ethnicity on career dynamics and organizational effectiveness. ABSTRACT: MAKING DIFFERENCES MATTER: A NEW PARADIGM FOR MANAGING DIVERSITY DAVID A. THOMAS and ROBIN J. ELY Diversity efforts in the workplace have been undertaken with great goodwill, but, ironically, they often

Some organizations mirror society’s idea about which group of workers are appropriate for certain types of jobs. Although hiring and promotion are supposed to be based on rational and universal criteria, they often express informal expectations about gender, race, and class of the people best suited for particular positions, producing race and gender stratified work forces. Men are thought to be more ambitious, task-oriented, and work involved; while women are considered less motivated, less committed, and more geared towards work relationships than work itself.

In this case study, Liz Ames has come up against an all too common problem in business today: gender bias. Effectively managing racial, ethnic and gender diversity is not just a human resources issue; it is a serious business issue.

The discrimination-and-fairness paradigm is considered the “dominant way” of understanding diversity by most organizations. It attempts to remove discrimination and create employment equality by seeking to increase diversity among employees. Progress is measured by how well the company is able to meet its diversity number goals but avoids looking deeper at the reality behind the numbers. (Thomas & Ely p. 81)