Abstract
In today’s business climate, corporate social responsibility has a broad definition and includes diversity management. The process of employee selection is a key diversity management practice, as it influences an organization’s external brand and signifies commitment to diversity to current employees. In the USA, the history of racial discrimination resulted in sweeping employment laws designed to reduce bias, especially in the hiring process. Thus, employers have struggled to balance compliance with affirmative action laws and finding a method of selection that is perceived as fair to all job candidates. In Europe, employment laws are more prescriptive to bring about equality, especially gender equality. This chapter outlines the history of employee selection in the USA and Europe, reviews the challenges practitioners face with the many methods they have employed to try and ensure fairness, and presents the implications of common diversity selection practices in both locales.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Aguinis H (2004) Regression analysis for categorical moderators. Guilford Press, New York, NY
Aguinis H, Glavas A (2013) Embedded versus peripheral corporate social responsibility: psychological foundations. Ind Organ Psychol 6(4):314–332
Aguinis H, Culpepper SA, Pierce CA (2010) Revival of test bias research in pre-employment testing. J Appl Psychol 95(4):648
Avery DR, McKay PF, Volpone SD (2013) Diversity staffing: inclusive personnel recruitment and selection practices. In: Roberson QM (ed) The Oxford handbook of diversity and work. Oxford University Press, Oxford, pp 282–299
Bartels LK, Nadler JT, Kufahl K, Pyatt J (2013) Fifty years after the Civil Rights Act: diversity‐management practices in the field. Ind Organ Psychol 6(4):450–457
Bendick M, Nunes AP (2012) Developing the research basis for controlling bias in hiring. J Soc Issues 68(2):238–262
Bergman ME, Salter P (2013) Backlash! What it is, where it comes from, and how we can fix it. Ind Organ Psychol 6(4):442–450
Bertrand M, Mullainathan S (2004) Are Emily and Greg more employable than Lakisha and Jamal? A field experiment on labor market discrimination. Am Econ Rev 94(4):991–1013, Retrieved from http://www.jstor.org/stable/3592802
Binning JF, Barrett GV (1989) Validity of personnel decisions: a conceptual analysis of the inferential and evidential bases. J Appl Psychol 74(3):478
Campion MA, Palmer DK, Campion JE (1997) A review of structure in the selection interview. Person Psychol 50(3):655–702
Cascio WF, Aguinis H (2005) Test development and use: new twists on old questions. Hum Resour Manage 44(3):219–235
Cascio WF, Aguinis H (2008) Research in industrial and organizational psychology from 1963 to 2007: changes, choices, and trends. J Appl Psychol 93(5):1062
Cascio WF, Outtz J, Zedeck S, Goldstein IL (1991) Statistical implications of six methods of test score use in personnel selection. Hum Perform 8(3):133
Civil Rights Act, 42 USCS § 703a (1964)
Cox T (1993) Cultural diversity in organizations: theory, research and practice. Berrett-Koehler, San Francisco, CA
Cuddy AJC, Fiske ST, Glick P (2008) Warmth and competence as universal dimensions of social perception: the stereotype content model and the BIAS map. In: Zanna MP (ed) Advances in experimental social psychology, vol 40, pp 61–149
Cullen MJ, Hardison CM, Sackett PR (2004) Using SAT-grade and ability-job performance relationships to test predictions derived from stereotype threat theory. J Appl Psychol 89(2):220–230
Dany F, Torchy V (1994) Recruitment and selection in Europe: policies, practices and methods. In: Policy and practice in European human resource management: the Price-Waterhouse Cranfield Survey. Routledge, London, pp 68–88
Derous E, Ryan AM, Serlie AW (2015) Double jeopardy upon resumé screening: when Achmed is less employable than Aïsha. Person Psychol 68:659–696
Equal Employment Opportunity Commission (2014) EEOC Issues FY 2014 Performance Report [press release]. Retrieved from EEOC website: http://www.eeoc.gov/eeoc/newsroom/release/11-18-14.cfm
European Commission (2012) Breaking the glass ceiling [press release]. Retrieved from European Commission website: http://ec.europa.eu
European Commission (2013) Women and men in leadership positions in the European Union [press release]. Retrieved from European Commission website: http://ec.europa.eu
European Union Fundamental Rights Agency (2010) Handbook on European non-discrimination law, 2010. Retrieved from Fundamental Rights Agency website: http://fra.europa.eu
Farndale E, Vidovic M, Rockey E (2015) CRANET 2014/2015 U.S. Summary Report. Retrieved from Society for Human Resource Management website: http://www.shrm.org
Francoeur C, Labelle R, Sinclair-Desgagne B (2008) Gender diversity in corporate governance and top management. J Bus Ethics 81(1):83–95
Gatewood R, Feild H (1987) Human resource selection. The Dryden Press, New York, NY
Goldin C, Rouse C (1997) Orchestrating impartiality: the impact of “blind” auditions on female musicians (Working Paper No. 5903). Retrieved from National Bureau of Economic Research website: http://www.nber.org/papers/w5903
Gonzales PM, Blanton H, Williams KJ (2002) The effects of stereotype threat and double-minority status on the test performance of Latino women. Pers Soc Psychol Bull 28(5):659–670
Griggs v. Duke Power Co., 401 U.S. 424 (1971)
Harvey WS (2014) Defining and connecting CSR, reputation, image, identity, brand, legitimacy, status and diversity. In: Karatas-Ozkan K, Nicolopoulou K, Ozbilgin MF (eds) Corporate social responsibility and human resource management: a diversity perspective. Edward Elgar, Cheltenham, pp 31–50
Hausknecht JP, Day DV, Thomas SC (2004) Applicant reactions to selection procedures: an updated model and meta-analysis. Person Psychol 57(3):639–683
Heneman RL, Waldeck NE, Cushnie M (1996) Diversity considerations in staffing decision-making. In: Kossek EE, Lobel SA (eds) Managing diversity: human resource strategies for transforming the workplace. Blackwell, Cambridge, MA, pp 74–101
Hess TM, Auman C, Colcombe SJ, Rahhal TA (2003) The impact of stereotype threat on age differences in memory performance. J Gerontol B Psychol Sci Soc Sci 58(1):3–11
Hunter JE (1986) Cognitive ability, cognitive aptitudes, job knowledge, and job performance. J Vocat Behav 29(3):340–362
Köllen T (2015) Acting out of compassion, egoism, and malice: a Schopenhauerian view on the moral worth of CSR and diversity management practices. J Bus Ethics. doi:10.1007/s10551-015-2599-z
Koomen W, Dijker AJ (1997) Ingroup and outgroup stereotypes and selective processing. Eur J Soc Psychol 27(5):589–601
Kravitz DA (2008) The diversity–validity dilemma: beyond selection—the role of affirmative action. Person Psychol 61(1):173–193
Kulik CT, Roberson L (2008) Diversity initiative effectiveness: what organizations can and cannot expect from diversity recruitment, diversity training, and formal mentoring programs. In: Brief AP (ed) Diversity at work. Cambridge University Press, Cambridge, pp 265–317
Leslie LM, Mayer DM, Kravitz DA (2014) The stigma of affirmative action: a stereotyping-based theory and meta-analytic test of the consequences for performance. Acad Manage J 57(4):964–989
Lindsey A, King E, McCausland T, Jones K, Dunleavy E (2013) What we know and don’t: eradicating employment discrimination 50 years after the Civil Rights Act. Ind Organ Psychol 6(4):391–413
Macan TH, Avedon MJ, Paese M, Smith DE (1994) The effects of applicants’ reactions to cognitive ability tests and an assessment center. Person Psychol 47(4):715–738
McCann K (2015, October 26) Big employers agree to hide names on graduate job applications to end discrimination. The Telegraph. Retrieved from http://www.telegraph.co.uk/news/politics/11953841/Big-employers-agree-to-hide-names-on-graduate-job-applications-to-end-discrimination.html
McCourt W (1999) Paradigms and their development: the psychometric paradigm of personnel selection as a case study of paradigm diversity and consensus. Organ Stud 20(6):1011–1033
McDaniel MA (2009) Gerrymandering in personnel selection: a review of practice. Hum Resource Manag Rev 19(3):263–270
McKay PF, Davis J (2008) Traditional selection methods as resistance to diversity in organizations. In: Thomas KM (ed) Diversity resistance in organizations. Erlbaum Associates, New York, pp 151–174
Myors B, Lievens F, Schollaert E, Van Hoye G, Cronshaw SF, Mladinic A, Rodríguez V, Aguinis H, Steiner DD, Rolland F, Schuler H, Frintrup A, Nikolaou I, Tomprou M, Subramony S, Raj SB, Tzafrir S, Bamberger P, Bertolino M, Mariani M, Fraccaroli F, Sekiguchi T, Onyura B, Yang H, Anderson N, Evers A, Chernyshenko O, Englert P, Kriek HJ, Joubert T, Salgado JF, König CJ, Thommen LA, Chuang A, Sinangil HK, Bayazit M, Cook M, Shen W, Sackett PR (2008) International perspectives on the legal environment for selection. Ind Organ Psychol 1:206–246
Nielsen S, Huse M (2010) Women directors’ contribution to board decision-making and strategic involvement: the role of equality perception. Eur Manag Rev 7:16–29
Oliveira A, Gondek M (2014) Women on company boards—an example of positive action in Europe. Robert Schuman Centre for Advanced Studies Research Paper No. RSCAS, 34
Ployhart RE (2006) Staffing in the 21st century: new challenges and strategic opportunities. J Manag 32(6):868–897
Ployhart RE, Holtz BC (2008) The diversity–validity dilemma: strategies for reducing racioethnic and sex subgroup differences and adverse impact in selection. Person Psychol 61(1):153–172
Porter J (2015, February 23) Can blind interviews really solve tech’s diversity hiring problem? Fast Company. Retrieved from http://www.fastcompany.com/3042618/strong-female-lead/can-blind-interviews-finally-solve-techs-diversity-hiring-problem
Reducing Stereotype Threat. What is stereotype threat. Retrieved from Reducing Stereotype Threat website: http://www.reducingstereotypethreat.org
Roberson L, Kulik CT (2007) Stereotype threat at work. Acad Manag Perspect 21:24–40
Roe R, Van den Berg P (2003) Selection in Europe: context, developments and research agenda. Eur J Work Organ Psychol 12(3):257–287
Rooth DO (2010) Automatic associations and discrimination in hiring: real world evidence. Lab Econ 17(3):523–534
Ryan AM, McFarland LA, Baron H, Page R (1999) An international look at selection practices: nation and culture as sources of variability in practice. Person Psychol 52:359–391
Ryan AM, Sacco JM, McFarland LA, Kriska SD (2000) Applicant self-selection: correlates of withdrawal from a multiple hurdle process. J Appl Psychol 85(2):163–179
Rynes SL, Colbert AE, Brown KG (2002) HR professionals’ beliefs about effective human resource practices: correspondence between research and practice. Hum Resour Manage 41(2):149–174
Sackett PR (2003) Stereotype threat in applied selection settings: a commentary. Hum Perform 16(3):295–309
Salgado J, Anderson N (2002) Cognitive and GMA testing in the European community: issues and evidence. Hum Perform 15(1–2):75–96
Schmidt FL, Hunter JE (1998) The validity and utility of selection methods in personnel psychology: practical and theoretical implications of 85 years of research findings. Psychol Bull 124(2):262–274
Schmit MJ, Ryan AM (1997) Applicant withdrawal: the role of test-taking attitudes and racial differences. Person Psychol 50(4):855–876
Schmitt N, Quinn A (2010) Reductions in measured subgroup mean differences: what is possible. In: Outtz JL (ed) Adverse impact: implications for organizational staffing and high stakes selection. Routledge, New York, pp 425–451
Shen J, Chanda A, D’Netto B, Monga M (2009) Managing diversity through human resource management: an international perspective and conceptual framework. Int J Hum Resource Manag 20(2):235–251
Society for Human Resource Management (2007) 2007 State of workplace diversity management. Retrieved from Society for Human Resource Management website: http://www.shrm.org
Steele CM, Aronson J (1995) Stereotype threat and the intellectual test performance of African Americans. J Pers Soc Psychol 69(5):797–811
Steele CM, Spencer SJ, Aronson J (2002) Contending with group image: the psychology of stereotype and social identity threat. Adv Exp Soc Psychol 34:379–440
Teigen M (2012) Gender quotas on corporate boards: on the diffusion of a distinct national policy reform. Comp Soc Res 29:115–146
Terjesen S, Singh V (2008) Female presence on corporate boards: a multi-country study of environmental context. J Bus Ethics 83(1):55–63
Thomas KM (2005) Diversity dynamics in the workplace. Wadsworth, Belmont, CA
Thorpe-Jones E, Dainty A, Fellows R (2010) Enacting diversity and equality as part of CSR policy: an agenda for change. In: Egbu C (ed) Procs 26th Annual ARCOM Conference, 6–8 September 2010, Leeds, UK, Association of Researchers in Construction Management, 563–572
UniCredit (2009) UniCredit Sustainability Report 2009. Retrieved from UniCredit website: http://www.unicreditgroup.eu
UniCredit (2013) UniCredit Sustainability Report 2013. Retrieved from UniCredit website: http://www.unicreditgroup.eu
UniCredit (2014). UniCredit Integrated Report 2014. Retrieved from UniCredit website: http://www.unicreditgroup.eu
UniNews (2011) Gender equality and economic development. Retrieved from UniCredit UniNews website: http://uninews.unicredit.eu
Willard G, Isaac K, Carney DR (2015) Some evidence for the nonverbal contagion of racial bias. Organ Behav Hum Decis Process 128:96–107
Acknowledgment
We wish to thank Daniela Ferrari, Vera Valtancoli, and Gaia Ghirardi for their assistance in preparing the case study of UniCredit’s diversity management programs.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2017 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Roberson, L., Buonocore, F., Yearwood, S.M. (2017). Hiring for Diversity: The Challenges Faced by American and European Companies in Employee Selection. In: Hansen, K., Seierstad, C. (eds) Corporate Social Responsibility and Diversity Management. CSR, Sustainability, Ethics & Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-43564-0_9
Download citation
DOI: https://doi.org/10.1007/978-3-319-43564-0_9
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-43563-3
Online ISBN: 978-3-319-43564-0
eBook Packages: Business and ManagementBusiness and Management (R0)