Tag Archives: Discrimination

Gender Transitions Demonstrate Continuing Gender Differences in Pay, Workplace Experience

People who change gender continue to draw upon their education and experience to perform at work. However, many of these people report that their compensation, degree of respect, and recognition at work changed following gender change. This suggests that gender can directly affect compensation and workplace interactions.

Two Stanford professors’ experience in gender transition were highlighted by University of Chicago’s Kristen Schilt.

Joan Roughgarden – Jonathan Roughgarden

Stanford’s Joan Roughgarden, was an evolutionary biologist for more than 25 years as Jonathan Roughgarden before she made her male-to-female (MTF) transition.
Known for her work integrating evolutionary theory with Christian beliefs (“theistic evolutionism”), she reported feeling less able to make bold hypotheses and no longer had “the right to be wrong.”

Her experience contrasts with Stanford colleague, neurobiologist Ben Barres, who made scientific contributions as Barbara Barres until after he was 40.

Barbara Barres – Ben Barres

After his female-to-male (FTM) transition, Ben delivered a lecture at the Whitehead Institute, where an audience member commented, “Ben Barres gave a great seminar today, but, then, his work is much better than his sister’s.”

Schilt surveyed FTM and MTF to compare earnings and employment experiences before and after gender transitions with questions similar to 2002 Current Population Survey (CPS) survey items:

Last job before gender transition,
First job after gender transition,
Most recent job.

Kristen Schilt

Female-to-male transsexuals (FTMs) reported that as men, they had more authority, reward, and respect in the workplace than they received as women, even when they remained in the same jobs.

Height and skin color affected potential advantages enjoyed by FTM.

Tall, white FTMs experienced greater benefits than short FTMs and FTMs of color.
In contrast, MTF reported reduced authority and pay, and often harassment and termination.

University of Illinois’s Donald McCloskey, for example, was told by his department chair “in jest” that he could expect a salary reduction when he became Deirdre McCloskey.

Deirdre McCloskey

However, salary reduction was no joke for MTFs in Schilt’s survey sample.
Participants reported significant losses of 12% in hourly earnings after becoming female.

Additionally, MTFs transitioned on average 10 years later than FTMs, delaying the loss of labor market advantages attributable to male gender.

FTMs, however, experienced no change in earnings or small positive increases up to 7.5% in earnings after transitioning to becoming men.

Any gender transition was associated with risks of harassment and discrimination, reported more frequently in “blue-collar” jobs, particularly for those with “non-normative” appearance and not consistently “passing” as the other gender.

These “naturalistic experiments” confirm continuing gender-based pay discrepancies.

-*To what extent have you observed these gender-linked differences in compensation and workplace credibility?

RELATED POSTS:

©Kathryn Welds

Transference in Everyday Life Biases Inferences, Emotional Responses

1 Reply

-*Do you re-enact scenarios from your past, but with different people?

Sigmund Freud

Sigmund Freud described this experience as “transference,” redirecting feelings toward one person in the past onto a different individual in the present.

The current recipient of feelings may have different characteristics, motivations, and behaviours than the original person, but something about the present individual triggers earlier feelings and actions.

Susan Andersen

NYU’s Susan Andersen and Alana Baum demonstrated transference in lab studies when they asked volunteers to describe important people in their lives for whom they had positive feelings or negative feelings.
They also described other people’s significant others.

Later, Anderson and Baum described a person seated in the next room, using either emotionally-positive or emotionally-negative descriptions of someone from the volunteer’s life or someone else’s life.

Participants more accurately recalled the stranger’s description when it resembled their own significant other.
Recall was enhanced because the significant other’s description was memorable, suggesting transference.

Biased inference can result from a memory’s “accessibility” and distinctiveness, according to Anderson’s collaborators Steve W. Cole and Noah Glassman.

Transference is an outgrowth of attachment to others in the past, according to Queens College’s Claudia Chloe Brumbaugh and R. Chris Fraley University of Illinois.

R. Chris Fraley

In their study, participants read profiles of two potential dating partners: One description resembled a romantic partner from the person’s past, and another description matched a different participant’s former partner.

Volunteers reported feeling more comfortable and more anxious toward potential dating partners described as similar to previous significant others.
Brumbaugh and Fraley noted that participants “applied attachment representations of past partners” to any potential future partner, and when the new partner’s description resembled an important past partner.

Susan Fiske

Princeton’s Susan Fiske described this transfer of affective responses to a new individual as schema-triggered affect.
Andersen used this framework and a socio-cognitive explanation in a paper with Berkeley’s Serena Chen.

Serena Chen

People modify views of themselves and others in transference situations, reported Katrina Hinkley and Andersen.
In their research, volunteers demonstrated biased recall about a new person when they were reminded of an earlier significant other.
When participants were re-tested, their lists of the new person’s attributes included elements of themselves when they had been with the former significant person.

Michael Kraus

Transference occurs even when a target person possesses an attribute incompatible with the significant other’s characteristics, found University of Illinois’s Michael W. Kraus with Berkeley’s Chen, Victoria A. Lee, and Laura D. Straus.

Participants demonstrated transference in biased memories and judgments about a person they perceived as similar to a former significant other.

The research team elicited positive impressions even when the target was from a different ethnic group.
This suggests that stigma and discrimination may be reduced by evoking positive transference from past experiences to present actors.

Baum and Anderson observed that participants’ current mood was more positive when the target of their transference resembled their significant other and occupied a similar role to the original person.

Transference in the workplace can be problematic when employees react to one another as they responded to others from the past, introducing unconscious emotional elements to work situations.

-*How do you manage transference reactions in work and social situations?

RELATED POSTS:

©Kathryn Welds

“Self-Packaging” as Personal Brand: Implicit Requirements for Personal Appearance?

9 Replies

Napoleon Hill

Al Ries

During the economic Depression of the 1930s in the US, motivational writer Napoleon Hill laid the foundation for “personal positioning,” described nearly forty-five years later by marketing executives Al Ries and Jack Trout in Positioning: The Battle for Your Mind.

By 1997, business writer Tom Peters introduced “personal branding” as self-packaging that communicates an individual’s accomplishments and characteristics, including appearance, as a “brand promise of value.”

Tom Peters

Self-packaging can be considered “the shell of who you are” whereas personal branding can be “what sets you apart from the crowd.“

Jim Kukral

These differentiators can include visible characteristics like attire, business cards, speaking style, according to Jim Kurkal and Murray Newlands.

Daniel Lair

University of Michigan’s Daniel Lair with Katie Sullivan of University of Utah, and Kent State’s George Cheney investigated personal branding, presentation, and packaging.

George Cheney

They referred to personal branding as “…self-commodification” worthy of “careful and searching analysis“ of complex rhetoric tactics that shape power relations by gender, age, race, and class.

Sylvia Ann Hewlett

Sylvia Ann Hewlett of the Center for Talent Innovation identified some of these power relationships and potential biases facing women and members of minority groups who are expected to demonstrate aspects of personal branding, including executive presence.

These analyses suggest that personal packaging, branding, and marketing can significantly affect professional opportunities and outcomes.

-*What elements do you consider in “personal packaging” and personal appearance?

-*How do you mitigate possible bias based on expectations for personal appearance?

Related Posts

©Kathryn Welds

Attractive Men May Appear Competent, But May Not Be Hired

Leave a reply

Sun Young Lee

Previous blog posts documented bias favouring attractive people for hiring, venture funding, and positive impressions by others.

Capable but less attractive individuals may encounter “workplace attractiveness discrimination,” reported Sun Young Lee of University College London, University of Maryland’s Marko Pitesa, Madan Pillutla of London Business School, and INSEAD’s Stefan Thau.

Marko Pitesa

Their studies found that people making employment decisions show systematic selection bias based on perceived attractiveness and organizational context.

This can occur when observers associate unrelated characteristics (gender, ethnicity, national origin, attractiveness) with expectations for work performance (“status generalization”).

Murray Webster

These assumptions may occur without conscious awareness or evidence, and can result in group inequalities, according to University of South Carolina’s Murray Webster and Martha Foschi.

James Driskell

In addition, these “status characteristics” significantly affected face-to-face interactions in group task experiments by Webster and University of South Carolina colleague James Driskell.

Martha Fosch

Likewise, decision makers associated attractiveness with competence in male candidates but not in female candidates in one of Lee’s studies.

People’s actions influenced by perceived attractiveness are examples of “interpersonal interdependence,” according to UCLA’s Harold Kelley and John Thibaut of University of North Carolina.

John Thibault

Lee’s group tested interpersonal interdependence and attractiveness by assigning male and female volunteers to simulated employment selection situations.
Participants “interviewed” and provided “hiring recommendations” for “job candidates.”
Interviewers were told they would be collaborating for shared team rewards BUT competing for recognition, promotions, commissions, and bonuses.

Madan Pillutla

Volunteers evaluated two similar resumes accompanied by photos of an “attractive” applicant and an “unattractive” candidate.
Next, assessors answered questions about the person’s competence, likely impact on the rater’s success, and their likelihood of recommending the candidate for the position.

When the decision-maker expected to cooperate with the candidate, male candidates who were perceived as more attractive were also:

-judged as more competent,
-seen as more likely to enable the evaluator’s career success,
-more frequently recommended for employment.

Stefan Thau

However, when decision makers expected to compete with the candidate, attractive male candidates were rates as less capable.
Evaluators less frequently recommended attractive male candidates for employment, suggesting a systematic bias to preserve the evaluator’s place in the workplace hierarchy.

Attractive and unattractive female candidates were judged as equally competent, but attractive male candidates were rated as much more competent than unattractive male candidates.

Subsequent studies provided evaluators with candidates’ age, race, education and headshot to consider in selecting their competitor or collaborator in a tournament task.
Decision-makers preferred attractive male or female candidates unless their personal outcomes were affected by the selection decision.

These studies suggest that attractiveness discrimination is “calculated self-interested behavior” in which men sometimes discriminate in favor and sometimes against attractive males.

-*How do you align with “calculated self-interest behavior” to mitigate bias?

Related Posts:

©Kathryn Welds

Acknowledge Employer “Concerns” to Get Job Offer

Leave a reply

Usually physically attractive people are positively evaluated by others. However, women applying for traditionally male jobs may be less positively evaluated. Female gender coupled with attractive appearance may account for this disadvantage,

Madeline Heilman

The “beauty is beastly effect” is a hiring bias favoring men or less attractive women for “masculine” jobs, described by Yale University’s Madeline E. Heilman and Lois R. Saruwatari.

Lois Suruwatari

They found that attractiveness was an advantage for men seeking managerial and non-managerial roles, but attractive women had an advantage only when seeking lower-level, non-managerial roles.

Michelle Hebl

Attractiveness and gender can be considered a “stigma,” just as disability, pregnancy, obesity, and race.
Rice University’s Michelle R. Hebl and Robert E. Kleck of Dartmouth College reported that people in these categories can reduce hiring biases by acknowledging the “stigmatising” characteristic during the interview.

Robert Kleck

Women who proactively addressed the employer’s potential concern about gender or appearance in a traditionally male role were rated higher in employment suitability in a study by University or Colorado’s Stefanie K. Johnson and Traci Sitzmann, with Anh Thuy Nguyen of Illinois Institute of Technology.

This proactive approach buffered the impact “hostile sexism” while increasing “benevolent sexism’s” link to employment suitability ratings.

Stefanie Johnson

Evaluators said they assumed that these candidates possessed more “masculine” traits than other female candidates.
These assessors were less likely to negatively evaluate these women for behaving in contrast to traditional gender role norms.

Traci Sitzmann

-*How effective you found “pre-emptive objection-handling” in workplace negotiations?

RELATED POSTS:

©Kathryn Welds

Perceived Diversity = “Like Me”

2 Replies

Christopher Bauman

Judgments of “diversity” are rarely completely objective:
People tend to rate a group as “diverse” when it includes members of the evaluator’s race, found University of California, Irvine’s Christopher W. Bauman, Sophie Trawalter of University of Virginia and UCLA’s Miguel M. Unzueta.

Sophie Trawalter

Almost 1900 volunteers from diverse racial groups rated headshots of a fictional company’s six-person management team for its “ethnically diversity”:

“Caucasian team” included six white headshots (100% white),
“Asian team” showed four white and two Asian people (mirroring the 66% majority of white people in the U.S.),
“Black team” featured four white and two black people (66% white),
“Asian + Black” team had four white, one black, and one Asian person (66% white).

Miguel Unzueta

Members of racial minority groups rated leadership groups as “more diverse” when they included members of their own racial group rather than members of other racial minority groups.

Participants rated groups as it “less racially diverse” when they did not include at least one member of their own racial group.
This “in-group representation effect” was stronger for African Americans than for Asian Americans.

In another study, more than 1,000 volunteers read news articles about the prevalence of prejudice, then provided ratings.
They showed no “in-group representation effect,” suggesting that reading about how another minority group suffers from prejudice reduced raters’ self-referential evaluation bias.

These results indicate that people’s expectations affect perceptions of diversity.
Priming awareness and empathy for similar experiences encountered by other groups reduced in-group biases.

Jim Sidanius

African Americans are often judged as experiencing:

Lower social status,

More negative stereotypes,

More discrimination, reported Harvard’s Jim Sidanius and Felicia Pratto of University of Connecticut.

Felicia Pratto

In contrast, Asian Americans tend to be attributed higher status so report less discrimination than other racial minority groups.

Andrea Romero

Despite this advantage, Asian Americans have a lower return on their investment in education than Whites, even though they achieve higher levels of education and income than other racial minority groups, reported University of Arizona’s Andrea Romero with Robert Roberts of University of Texas and another group led by UT colleague Myrtle P. Bell with David A. Harrison and Mary E. McLaughlin.

Myrtle P Bell

Higher levels of “diversity” have been linked to greater:

Valerie Purdie-Vaughns

These findings were confirmed in studies by Columbia’s Valerie Purdie-Vaughns and Ruth Ditlmann, Claude M. Steele of Stanford, University of British Columbia’s Paul G. Davies and Jennifer Randall Crosby of Williams College and separate work by UCLA’s Jaana Juvonen and Sandra Graham with University of California Davis’s Adrienne Nishina

Jaana Juvonen

Diversity is “in the eye of the beholder” because a team may appear more diverse to raters when the group’s composition aligns with the observers’ own characteristics.

-*How do you reduce personal in-group biases based on individual expectations and experiences?

 RELATED POSTS:

Twitter @kathrynwelds
Facebook Notes

©Kathryn Welds

Brand You: Pronounceable Names are More Likeable, Maybe More Hireable

Leave a reply

Simon Laham

Personal names, like brands, evoke inferences about likability and specific characteristics, like gender, ethnicity, social class, intellectual competence, masculinity-femininity, and even personality characteristics, according to University of Melbourne’s Simon M. Laham, Peter Koval of University of Leuven, and NYU’s Adam L. Alter.

Peter Koval

They argue that these assumptions affect impression formation and may lead to bias.

More than 20 years ago, UCLA’s Albert Mehrabian began investigating the impact of personal names and developed the Name Connotation Profile to assess attributions to specific names.

Albert Mehrabian

He concluded that “people with desirable or attractive names are treated more favorably by others than are those with undesirable or unattractive names,” base on findings from more than ten studies.

Personal names are also associated income and educational attainment, reported Saku Aura of University of Missouri, collaborating with Claremont McKenna College’s Gregory D. Hess.

Saku Aura

They evaluated the relationship among “first name features” (FNF) including:

“Popularity” (frequency),
Number of syllables,
Phonetic features,
Scrabble score (?),
“Blackness” (fraction of people with that name who are African-American),
“Exogenous” background factors (sex, race, parents’ education).

Gregory Hes

In addition, Aura and Hess scrutinized associations between first names and “lifetime outcomes” including:

Financial status,
Occupational prestige,
Perceived social class,
Education,
Happiness,
Becoming a parent before age 25.

First name features predicted education, happiness and early fertility, which were also related to labor market productivity.
However, workforce productivity can be reduced when discriminatory decisions about names reduce labor market participation, such as for names rated for “blackness.”

Marianne Bertrand

University of Chicago’s Marianne Bertrand and Sendhil Mullainathan of Harvard documented this effect when they found that name discrimination affects hiring decisions.
Job applicants with “African American-sounding” names were less likely to be invited for a job interview than a person with a “White-sounding” name.

Sendhil Mullainathan

Bertrand and Mullainathan responded to help-wanted ads in Boston and Chicago newspapers by sending fictitious resumes containing “African-American” or “White” names.

They found that “White name” candidate received 50% more interview invitations across occupation, industry, and employer size.
This bias was centered more on inferred race than social class, suggesting that discrimination in hiring practices persists but has become more subtle, and perhaps even unconscious.

Claire Etaugh

Another form of name discrimination is women who take their husband’s surname.
They are typically seen as less “agentic” and more “communal” than those who retain their own names, noted Bradley University’s Claire E. Etaugh, Myra Cummings-Hill, and Joseph Cohen with Judith S. Bridges of University of Hartford.
These attributions are usually associated with stereotypic “feminine” attitudes and behaviors, which can slow career advancement.

David Figlio

Gender-based name discrimination can affect males as well: Gender-incongruous names seem to invoke social penalties for boys, according to Northwestern’s David Figlio.

He reported that boys who had names usually associated with girls were more likely to be expelled from school after disruptive behavior beginning in middle school.

Daniel Y Lee

In related findings, Shippensburg University’s David E. Kalist and Daniel Y. Lee found that people with unusual names (less “popular”) were more likely to have juvenile delinquency experiences.

These finding suggest that unusual names may provoke negative and stigmatizing attributions, which can lead to confirmatory behaviors that lead to asocial acts.

Besides racial and ethnic associations with names, some are easier for English speaking people to pronounce.

Adam Alter

Easy-to-say names are judged more favorably than difficult-to-pronounce names, in related findings by Laham, Koval, and Alter.

In fact, they found that people with easier-to-pronounce surnames occupy higher status positions in law firms, demonstrating the importance of “processing fluency”- the subjective ease or difficulty of a cognitive task – when forming an impression.

Laham and team pointed to the “hedonic marking hypothesis,” that posits “processing fluency” automatically activates a positive emotional reaction, which is then attributed to the evaluated “stimulus object” – a person’s name.

They noted that pronouncability strongly influences likeability and other evaluations, and can lead to decision bias, as in hiring choices.

Names matter, whether for products or people, because they carry emotional and cognitive associations that may bias impressions and decisions.

-*How have you modified your name?

-*What have been the effects on how others perceive you?
Your occupational opportunities?

Follow-share-like www.kathrynwelds.com and @kathrynwelds

Twitter @kathrynwelds
Blog – Kathryn Welds | Curated Research and Commentary
Google+
LinkedIn Open Group Psychology in Human Resources (Organisational Psychology)
Facebook Notes

©Kathryn Welds

Gender Bias in STEM Hiring Even When it Reduces Financial Returns

Leave a reply

Women are under-represented in Science, Technology, Engineering, and Mathematics (STEM) academic programs and professional roles, and some question whether this is a a result of personal preference, implicit bias, institutional barriers, or other factors,

Ernesto Reuben

To investigate, Columbia University’s Ernesto Reuben, Paola Sapienza of Northwestern University, and University of Chicago’s Luigi Zingales developed an experimental job market.
Both male and female candidates demonstrated equal skill in performing an arithmetic task, yet both female and male “hiring managers” were twice as like to hire comparable male candidates – even when the hiring managers earned less by hiring less qualified males.
*Even when participants had a financial incentive to choose the candidate with the greatest task-relevant skills, they chose less-qualified male candidates.

Paola Sapienza

Reuben and team also found that when candidates were asked to report their performance on the task-related achievement test, men exaggerated their performance with “honest overconfidence.”
In contrast, women generally underreported their accomplishments, found University of Wisconsin’s Sylvia Beyer.

Luigi Zingales

This gender-based bias in hiring decisions was reduced, but not eliminated when candidates’ previous performance was provided by a third party.

Sylvia Beyer

Some candidates were directed to report expected future performance based on initial math task performance, then the “employer” made the hiring decision.
Other candidates provided no estimate, but Reuben’s team reported candidates’ past performance to the “hiring managers.”

In other studies, “employers” had no information on each “candidate’s” previous performance, but met each applicant in person before making a hiring decision.
After the hiring managers’ choice, candidates reported expected future performance, or Reuben’s team provided candidates’ past performance to the “hiring manager.”

Anthony Greenwald

Volunteers then completed the Implicit Association Test (IAT), developed by University of Washington’s Anthony Greenwald, Debbie McGhee, and Jordan Schwartz, to elicit unconscious stereotypes of gender, competencies, and occupations.

When the candidates reported their expected performance and the “hiring manager” chose a candidate with a lower score than other contenders, 90% of the selected but underperforming candidates were male.
As a result, “hiring managers” who selected less qualified male candidates sacrificed 5-7% of their own compensation for biased selections.

Pedro Rey-Biel

Reuben and colleagues, with Pedro Rey-Biel of Universitat Autònoma de Barcelona previously demonstrated that this preference for underperforming candidates was explained by the persuasive impact of men’s significantly exaggerated statements (usually by at least 30%) about past and future performance and by scores on the Implicit Association Test.

Hyperbole is apparently effective for male candidates in job interviews when the “hiring manager” scores high on the IAT.

However, this embellishment strategy is ineffective for women, as Reuben and team demonstrated: In another study, women were still selected 33% less than expected even when they showcased their accomplishments.
Women’s overt self-promotion may provoke “backlash” against those who behave in counter-stereotypic ways.

This research suggests the prevalence of implicit biases against hiring women to perform science, technology, engineering, and mathematics (STEM) functions, and male candidates’ tendency to embellish past performance and boast about future potential accomplishments.

As a result, women are selected less frequently for roles in STEM careers, continuing their under representation in these fields.

Even if women do not exaggerate past accomplishments and future potential, this research implies that they should ensure that they communicate and reinforce the full range of skills.

“Real life” hiring managers can overcome implicit hiring biases through awareness and “proper information processing” by focusing on validated performance data, and comparing candidates of the same gender with each other..

-*What strategies have you seen mitigate the influence of implicit bias influence in hiring decisions?

Follow-share-like http://www.kathrynwelds.com and @kathrynwelds

RELATED POSTS:

Women’s Likeability – Competence Dilemma: Overcoming the Backlash Effect
Women Balance on the Negotiation Tightrope to Avoid Backlash
Self-Stereotypes Still Limit Women’s Performance
Women Get More Promotions With “Behavioral Flexibility”
Hiring by Cultural Matching: Potential for Bias

Twitter @kathrynwelds
Blog – Kathryn Welds | Curated Research and Commentary
Google+ http:www.google.com/+KathrynWelds
LinkedIn Open Group Psychology in Human Resources (Organisational Psychology)
Facebook Notes

©Kathryn Welds

Role Pioneers May Encounter “The Glass Cliff”

1 Reply

Sally Ride

Marissa Mayer

Holding a role usually occupied by the other gender can lead to significant media coverage, such as Sally Ride’s selection as an astronaut or Marissa Mayer’s appointment as CEO of Yahoo while in the later stages of her first pregnancy.

However, incumbents of roles usually held by people of the other gender can evoke harsh judgments about competence and suitability for leadership roles, according to Yale’s Victoria Brescoll and Erica Dawson with Eric Luis Uhlmann of HEC Paris.

Victoria Brescoll

This effect was most noticeable when both male and female leaders in “gender-incongruous” roles made minor errors in experimental studies.
Both male and female evaluators judged minor mistakes as indicators of role incompetence when male and female leaders held jobs typically performed by the other gender.

Erica Dawson

Brescoll, Dawson and Uhlmann suggested that “gender-incongruous” roles are seen as “ambiguous” by observers, leading to uncertainty, and negative assessments to “restore implicit order.”
The team referred to this rater bias as the “glass cliff effect.”

The researchers concluded that “the high status and senior leadership achieved by both men and women in gender-incongruent roles is fragile, vulnerable and unstable.”

Eric Luis Uhlmann

This effect may be due to both the role’s gender incongruity and high status.
An earlier blog post highlighted Alison Fragale’s demonstration that higher status individuals are judged more harshly than lower status people when they make the same mistakes.

Alison Fragale

Her team at University of North Carolina found that observers in two experiments attributed greater intentionality, malevolence, self-concern to the actions of high status wrongdoers – and recommended harsher punishment for the same actions that earned lower status people “the benefit of the doubt.”

Although Brescol, Dawson and Uhlmann did not offer recommendations to mitigate the risks of being a pioneer in holding non-traditional job roles, Fragale’s team found that high status wrongdoers could protect from the impact of subsequent mistakes by demonstrating, warmth and concern for others and engaging in charitable giving.

Other strategies to consider include:

Cultivating strong executive alliances and sponsorship
Assembling a risk mitigation team to provide expert messaging during a crisis, focusing on external attributions of the error
Balancing demonstrated competence with the “humanness” of a small error
Offering plans for future action unrelated to the error to demonstrate decisive leadership and action-orientation.

-*What approaches are most effective to mitigate “The Glass Cliff”?

Twitter: @kathrynwelds
Blog: – Kathryn Welds | Curated Research and Commentary
Google+:
LinkedIn Open Group Psychology in Human Resources (Organisational Psychology)
Facebook Notes:

©Kathryn Welds

Remaining Workplace Challenges after 1970 Newsweek Sex-Discrimination Lawsuit

2 Replies

As recently as 2006, a young female journalist at Newsweek observed that men received higher-profile assignments and better opportunities, at higher salaries.
She learned that decades earlier, women Newsweek staffers brought the first sex discrimination lawsuit in the media industry concerning the same issues.

Lynn Povich

Lynn Povich, one of the original Newsweek staffers, recounts the incident in its larger social context, in The Good Girls Revolt: How the Women of Newsweek Sued their Bosses and Changed the Workplace

Their complaint to the Equal Employment Opportunity Commission was filed on the same day that Newsweek ran a cover story on “Women in Revolt,” March 16, 1970.

Women staffers charged that they had been “systematically discriminated against in both hiring and promotion and forced to assume subsidiary role” due entirely to their gender.

As viewers enjoy the quaint period elements of the Mad Men-era workplace, Povich’s book illustrates that significant remnants of this discriminatory culture persists today.

-*What continuing workplace inequities have you observed in the past year?
-*What are effective ways to respond to differential workplace opportunities and treatment?

LinkedIn Open Group Catalyst
Twitter: @kathrynwelds
Google+
Facebook Notes:
Blog: – Kathryn Welds | Curated Research and Commentary

Kathryn Welds, PhD | Curated Research + Commentary

Consulting Organizational Psychologist | Change Consultant | Leadership+Career Master Coach | Coach Supervisor+Mentor Coach |

Tag Archives: Discrimination

Gender Transitions Demonstrate Continuing Gender Differences in Pay, Workplace Experience

Transference in Everyday Life Biases Inferences, Emotional Responses

“Self-Packaging” as Personal Brand: Implicit Requirements for Personal Appearance?

Attractive Men May Appear Competent, But May Not Be Hired

Acknowledge Employer “Concerns” to Get Job Offer

Brand You: Pronounceable Names are More Likeable, Maybe More Hireable

Gender Bias in STEM Hiring Even When it Reduces Financial Returns

Role Pioneers May Encounter “The Glass Cliff”

Remaining Workplace Challenges after 1970 Newsweek Sex-Discrimination Lawsuit

Share this:

Share this:

Share this:

Share this:

Share this:

Share this:

Share this:

Share this:

Share this:

Share this: