This chapter examines the human resource practices that businesses can use to support women’s career advancement. Studies suggest that tangible practices can help businesses support women’s representation in senior leadership roles. These practices seem to prove effective as far as the entry of women into businesses is concerned. On the other hand, their impact on the increase of women leaders appears to be significantly smaller. Another factor that seems to influence the relationship between these practices and women’s career advancement is the organizational context and constraints. A careful examination of these constraints and an encouragement of women to use human resource practices are needed. In addition, the effectiveness of these practices is often inconclusive according to studies, which requires more robust research that takes a longitudinal approach.
David M. Kaplan, Julie Palmer, Katina Thompson, Susan Dustin, Christina Arroyo, Sanjeewa Perera and Robert D. Marx
Once a job is evaluated and designed the process for filling the position begins. Decisions to be made include: determining the labor needs both now and in the future, where to advertise the job, whether to look internally first, what kind of special considerations might be made, and the criteria for selection. While this may sound simple, there is a mountain of research that demonstrates biases – both conscious and unconscious – that get in the way of making the best selection decisions. Included in this chapter are several exercises that enable students to experience the challenges of hiring employees, including special cases where diversity, overqualification, and group roles in decision-making processes are potential issues.