Organizational Behavior and Human Resource ManagementStrategy and ManagementApplied PsychologyManagement of Technology and Innovation
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Covering the broad spectrum of contemporary human resource management, this journal provides academics and practicing managers with the latest concepts, tools, and information for effective problem solving and decision making in this field. Broad in scope, it explores issues of societal, organizational, and individual relevance. Journal articles discuss new theories, new techniques, case studies, models, and research trends of particular significance to practicing HR managers
Research on occupational segregation has found that gay men and lesbians concentrate in occupations with high task independence. This research proposed that gay men and lesbians self‐select into such occupations, as it may be easier to manage their sexual orientation if they do not interact closely with others. We provide a complementary explanation that the high concentration of gay men and lesbians in high‐task‐independent jobs may be due to bias during the selection stage. We conducted two studies to examine (a) whether discrimination at the point of hiring limits gay men and lesbians’ access to high‐task‐interdependent occupations, and (b) whether gay men and lesbians in task‐interdependent jobs are less likely to be invited to socialize by coworkers. We found that gay men and lesbians are discriminated against for task‐interdependent occupations by hiring personnel, but notably are more likely to be invited to socialize outside of work by coworkers if they are in task‐interdependent jobs. We discuss the implications of these findings for research and practice of occupational segregation of gay men and lesbians specifically and for other minority or stigmatized groups in general.
AbstractThis article explores the nature and origins of wage differences between men and women in the context of a single large financial services organization. Data collected on 800 women and 1831 men showed that modest wage differences do exist and that they tend to be concentrated primarily in managerial levels. Two possible sources of bias in evaluation were assessed – performance appraisal ratings and the translation of performance appraisal ratings into salay. Our analyses showed that performance appraisal ratings, on average, do not differ between men and women at the same level; however, the relationship between performance appraisal ratings and salary was stronger for men then women, particularly at higher levels. This suggests that the salary allocation process, and not the performance appraisal process, may be the source of bias in large organizations.
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