一家小公司的招聘行为有失偏颇

IF 0.2 Q4 SOCIAL SCIENCES, INTERDISCIPLINARY
J. Jones, Elizabeth A. Castillo, M. Schneider, Sue Carter Kahl
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引用次数: 0

摘要

这个教学案例描述了一次搜索高管的失误。一家致力于社会公正的小型非营利组织开始招聘他们的第一位执行董事,无意中造成了一个有偏见的招聘过程,导致招聘失败。通过本案例,学生将学习识别资源限制如何影响小型组织的招聘决策,解释全面的工作发展计划的重要性,制定并介绍招聘组织的第一位执行董事的建议,识别有偏见的招聘做法的微观基础(即个人层面的行为),并有效干预非生产性或有害的董事会层面的讨论。这些学习目标可以适应董事会治理、领导力、团队动态和人力资源管理课程的目标。本案例适用于本科生和研究生。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
An Executive Search Gone AwryBiased Hiring Practices in a Small Organization
This teaching case describes an executive search gone awry. A small nonprofit organization committed to social justice set out to hire their first executive director and inad-vertently created a biased hiring process that resulted in a failed search. Through this case, students will learn to identify how resource constraints affect hiring decisions in small organizations, explain the importance of a comprehensive job development plan, develop and introduce a proposal to hire an organization’s first executive director, identify the microfoundations (i.e., individual-level behaviors) of biased hiring practices, and intervene effectively in unproductive or harmful board-level discussions. These learning objectives can be adapted to fit the objectives of courses in board governance, leadership, team dynamics, and human resource management. This case is appropriate for undergraduate and graduate students.
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来源期刊
Journal of Nonprofit Education and Leadership
Journal of Nonprofit Education and Leadership SOCIAL SCIENCES, INTERDISCIPLINARY-
自引率
20.00%
发文量
17
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