In the Bertrand and Mullainathan study of name-based discrimination, job applicants with "Black-sounding" names were granted interviews significantly fewer times than those with "White-sounding" names. Speculate on what might happen to a Black applicant who had a "White-sounding" name and was called for an interview. At what point(s) might prejudice eliminate the applicant from the selection process? What benefit(s) might accrue to such an applicant from being called for the interview? What are specific actions that organizations might do to reduce the likelihood of name-based discrimination in the selection process? How would they know if these steps were working?© BrainMass Inc. brainmass.com October 17, 2018, 11:59 am ad1c9bdddf
The Bertrand and Mullainathan study suggests that racial discrimination is still a prominent feature of the labor market. The study indicates that white names receive 50 percent more callbacks for interviews than the blacks. The study was also able to ensure to a large extent that the discrimination was due to the name and not due to any other factor .
At what point(s) might prejudice eliminate the applicant from the selection process?
Assuming that the black applicant who has a white sounding name is called for the interview . The prejudice would be maximum in the first 30 minutes , because of the influence of personal biases, first impressions and stereo typing. It is said that prejudices start to dissipate during an interview, after the first 30 minutes .
Prejudice may eliminate the applicant , at the following points :
1. At the start of the interview, the minute the interviewer sets eyes on him especially if the interviewer is white.
2. During the first 5 minutes, when the 'body language' and accent of the applicant sends a ' black' signal .
3. If the locality of the applicant comes up during the interview , the reply could send a negative signal.
4. If the family ...
The expert determines how to manage diversity in organizations.
Paper on Diversity in Organizations
Imagine, if you will, that you are the CEO for a U.S. technology company that has agreed to enter a joint venture with a successful technology company in India. The venture will involve creation of cross-cultural, cross-functional teams comprised of American and Indian workers in order to generate innovative IT solutions that could serve both the U.S. and India markets.
Please provide assistance in:
Designing a Diversity Management Plan for the American CEO and her Company in 4-6 pages (cover is not necessary but appreciated) with the following:
1. Introductory Analysis in which you succinctly address (2-3 pp.):
• Keys to successful diversity management, and
• Diversity challenges and opportunities related to entering the India market and to developing the U.S.-India teams (please also consider the first note below regarding the many ways to view diversity).
2. Basic elements of your plan, rationale for each element, and how each element addresses the diversity challenges that you have identified (2-3 pp.). Elements of your plan should address vital HR needs including:
• Recruiting, selection, and orientation
• Training and development
• Any other human resource management topics that are crucial to the success of the U.S. company entering into this joint venture with the India technology company.
• Remember that most of the diversity issues that you read about discuss racial/ethnic/gender components. Of course, there are many ways to view diversity, including the diversity of ideas or perspectives in a more general way. For example, there may be individuals working in a group who, regardless of their demographic differences, have religious, political, philosophical, and/or socio-economic differences regarding how they make decisions, how they organize their work or how they communicate with and relate to others.
• Draw upon other sources in the background materials to guide your work, and reference any sources that you use in your work (at least FIVE in this case, please).
• Use headings and subheadings to clearly show the structure of your analysis.