post here you answer
WHAT DID SHE STUDY?
Mabel Abraham did a study on how gender and networks shape access to opportunities in organisations.
WHY INTERESTING FOR THE COMPANY?
This study highlights workplace inequalities by demonstrating how race and gender can affect someone’s hiring application or promotion opportunities. For instance, even though men and women have the same qualifications, their career and success will eventually differ. In fact, women face double standards and are often overlooked in evaluation processes. In addition, people that have a larger network tend to get more attention than the ones that don't.
WHAT DID SHE IDENTIFY?
Women often need to present more competencies and effort than men in order to be considered “qualified” by a company. They have more standards to follow. The same goes for people of colour for example.
MANAGERIAL IMPLICATION
Companies should design more advanced evaluation processes by introducing more transparency and structure to limit any bias. They should also create programs to support and mentor women, as well as underrepresented groups.
BOUNDARY CONDITION
Finally, her study shows that there tend to be more biases in contexts of uncertainty and subjective judgement, for example, promotions and fundings, meaning that a company with a clear and standardised structure does not have as strong biases, hence having more diversity.
Mabel Abraham did a study on how gender and networks shape access to opportunities in organisations.
WHY INTERESTING FOR THE COMPANY?
This study highlights workplace inequalities by demonstrating how race and gender can affect someone’s hiring application or promotion opportunities. For instance, even though men and women have the same qualifications, their career and success will eventually differ. In fact, women face double standards and are often overlooked in evaluation processes. In addition, people that have a larger network tend to get more attention than the ones that don't.
WHAT DID SHE IDENTIFY?
Women often need to present more competencies and effort than men in order to be considered “qualified” by a company. They have more standards to follow. The same goes for people of colour for example.
MANAGERIAL IMPLICATION
Companies should design more advanced evaluation processes by introducing more transparency and structure to limit any bias. They should also create programs to support and mentor women, as well as underrepresented groups.
BOUNDARY CONDITION
Finally, her study shows that there tend to be more biases in contexts of uncertainty and subjective judgement, for example, promotions and fundings, meaning that a company with a clear and standardised structure does not have as strong biases, hence having more diversity.