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Promotion decisions as a diversity practice

Promotion decisions as a diversity practice Proposes that the promotion decision‐making process contributes to the differential advancement of women and men in organizations. Compares the actual promotions of 13 women and 16 men at a company known for its diversity practices. Finds that bosses are more hesitant to promote women and require them to demonstrate personal strength and to prove themselves extensively before they get a promotion. Men are less likely to have promotions accounted for in terms of familiarity with job responsibilities and are more likely to have a high level of comfort with the boss as a reason for promotion. Strategies for addressing these differential dynamics include assessments of current promotion practices, modifications to human resource systems to increase accountability for the advancement of women, and coaching for decision makers and sponsors of high‐potential women. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Promotion decisions as a diversity practice

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References (35)

Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621719510078867
Publisher site
See Article on Publisher Site

Abstract

Proposes that the promotion decision‐making process contributes to the differential advancement of women and men in organizations. Compares the actual promotions of 13 women and 16 men at a company known for its diversity practices. Finds that bosses are more hesitant to promote women and require them to demonstrate personal strength and to prove themselves extensively before they get a promotion. Men are less likely to have promotions accounted for in terms of familiarity with job responsibilities and are more likely to have a high level of comfort with the boss as a reason for promotion. Strategies for addressing these differential dynamics include assessments of current promotion practices, modifications to human resource systems to increase accountability for the advancement of women, and coaching for decision makers and sponsors of high‐potential women.

Journal

Journal of Management Development – Emerald Publishing

Published: Mar 1, 1995

Keywords: Gender; Job promotion; Management development; Women

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