- The Oxford Handbook of Personnel Psychology
- List of Figures
- List of Tables
- About the Editors
- List of Contributors
- Intelligence and Cognitive Abilities at Work
- Emotional Intelligence: Rhetoric or Reality?
- Modeling the Influence of Personality on Individuals at Work: A Review and Research Agenda
- Leadership: Current Assessment and Future Needs
- A Personality Approach to Entrepreneurship
- Job Analysis and Competency Modeling
- Validity of Selection Procedures
- The Effective Interview
- Current Theory and Practice of Assessment Centers: The Importance of Trait Activation
- The Advantages and Disadvantages of On‐line Testing
- Models and Methods for Evaluating Reliability and Validity
- Advances in Training Evaluation Research
- Job Performance Measurement: The Elusive Relationship Between Job Performance and Job Satisfaction
- Cross‐cultural Differences in Personnel Psychology
- Selection and Training for Work Adjustment and Adaptability
- The Influence of Organizational Politics on Performance Appraisal
- Flexible Working Arrangements: From Work–Life to Gender Equity Policies
- Sex and Race Discrimination in Personnel Decisions
- Bullying and Harassment at work
- Labor Relations
- Fairness in Selection and Recruitment: A Stigma Theory Perspective
- The Boundaryless Career
- The Challenge of Remote Working
- Motivation and Job Design in the New World of Work
- Name Index
- Subject Index
Abstract and Keywords
This article focuses on the role of personnel decision-making processes within organizations in perpetuating the disadvantaged status of women and people of color. Personnel decisions, which include judgments about who to hire, promote, and develop, and what to pay them, determine whether women and people of color have access to jobs, financial rewards, and advancement opportunities. Social scientists have offered numerous theoretical explanations for sex and race discrimination. This article reviews the key explanations and discusses how they apply to organizational personnel decisions, citing relevant research findings. It then attempts to make sense of the multiplicity of theories, identifying similarities and contradictions in their arguments and the predictions that follow from them. The article also considers the role of organizational factors in the occurrence of sex and race discrimination. Finally, it concludes by offering implications for research and practice.
Laura M. Graves, Graduate School of Management, Clark University, 950 Main Street, Worcester, MA 01610, USA
Gary N. Powell, PhD, is Professor of Management at the University of Connecticut. He is author of Women and Men in Management (fourth edition), editor of the Handbook of Gender and Work, and author of Managing a Diverse Workforce: Learning Activities (third edition).
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.