从例外到例外:性别和任期如何影响赞助商的有效性

IF 4.3 2区 管理学 Q2 MANAGEMENT
Elizabeth Lauren Campbell, Brandy Aven, Rosalind M. Chow
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引用次数: 2

摘要

推荐在招聘过程中发挥的关键作用,特别是对那些与负面刻板印象和偏见作斗争的候选人来说,是有据可查的。然而,这些刻板印象和偏见是如何影响赞助商的,以及他们提供的推荐的有效性,还没有得到很好的理解。根据性别偏见逆转的证据,我们探讨了在美国最高法院法律书记员招聘决策的背景下,保荐人的性别和任期对其推荐有效性的影响。这是一个合适的设置,因为在这些精英早期职业职位的申请过程中,成功与否取决于候选人以前工作过的法官的强烈推荐,因此研究推荐有效性的性别差异是理想的。分析显示,总体而言,男性赞助商推荐的候选人比女性赞助商推荐的候选人更有可能被聘用,但这种动态也取决于赞助商的任期和候选人的性别。对于女性赞助商来说,更高的任期水平只与女性候选人更好的招聘结果相关。所有其他性别组合都不会从保荐人的资历中受益。讨论了可能的机制、局限性和对未来研究方向的启示。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
From Exception to Exceptional: How Gender and Tenure Impact Sponsor Effectiveness
The critical role that referrals play in the hiring process, particularly for candidates contending with negative stereotypes and biases, is well documented. However, how those stereotypes and biases impact sponsors, and the effectiveness of the referrals that they provide, is not well understood. Drawing on evidence of reversals of gender bias, we explore the impact of sponsors’ gender and tenure on the effectiveness of their referrals in the context of U.S. Supreme Court law clerk hiring decisions. This is an appropriate setting because success in the application process for these elite early career positions is contingent on having a strong recommendation from a judge with which the candidate has previously worked, making it ideal to study gender differences in the effectiveness of referrals. Analyses show candidates recommended by male sponsors are more likely to be hired compared to those recommended by female sponsors overall, but this dynamic is also dependent on the sponsor’s tenure and the candidate’s gender. For female sponsors, higher levels of tenure are associated with better hiring outcomes for their female candidates only. All other gender combinations do not benefit from sponsor seniority. Possible mechanisms, limitations, and implications for future research directions are discussed.
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来源期刊
CiteScore
10.00
自引率
3.20%
发文量
40
期刊介绍: The mission of AMD is to publish phenomenon-driven empirical research that theories of management and organizations neither adequately predict nor explain. Data on these poorly-understood phenomena can come from any source, including ethnographic observations, lab and field experiments, field surveys, meta-analyses, construct validation research, and replication studies. AMD welcomes exploratory research at the pre-theory stage of knowledge development, where it is premature to specify hypotheses, and which generates surprising findings likely to stimulate and guide further exploration and analysis. This research must be grounded in rigorous state-of-the-art methods, present strong and persuasive evidence, and offer interesting and important implications for management theory and practice. Read the Discoveries FAQs.
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