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Talent Management

Topic Overview

Talent Management

Unconscious biases often prevent employers from hiring and retaining women and other underrepresented groups. Explore the interventions that both help women navigate these innate barriers in workplace and find out how institutions can "debias" their organizational processes.

Female Leaders: Injurious or Inspiring Role Models for Women?

High-level female role models, whose success seems unattainable, negatively affects younger women’s self-perceptions and leadership aspirations; however, mid-level female role models do not.

Crystal L. Hoyt, Stefanie Simon (2011)

Female tokens in high-prestige work groups: Catalysts or inhibitors of group diversification?

When a woman is the only female in a high-prestige work group, she is unlikely to recruit another woman to her team for fear of being outperformed or undervalued, however, she is just as likely to recruit another woman when the high-prestige work group is already majority female.

Michelle Duguid (2011)

No Credit Where Credit Is Due: Attributional Rationalization of Women’s Success in Male-Female Teams

Providing information about male and female employees’ individual contributions to a group task, or information about female employees’ competence in previous tasks, reduces negative assessments about women’s contribution to group work.

Madeline Heilman, Michelle C Haynes-Baratz (2005)

Successful Female Leaders Empower Women's Behavior In Leadership Tasks

Subtle exposure to highly successful female leaders improves women’s performance and self-evaluations in stressful leadership tasks.

Ioana M. Latu, Marianne Schmid Mast, Joris Lammers, Dario Bombari (2013)

Getting a Job: Is There a Motherhood Penalty?

Mothers face penalties in hiring, starting salaries, and perceived competence while fathers can benefit from being a parent.

Shelley Correll, Stephan Benard, In Paik (2007)

Unkind to Two of a Kind: Stereotyping Women with Duo Status in a Work Group

Men evaluate women as contributing less leadership and having fewer skills when there are two women in a group compared to when there are one or three.

Denise Lewin Loyd, Judith B. White, Mary C. Kern (2012)

Gender Differences in Accepting and Receiving Requests for Tasks with Low Promotability

In mixed-sex environments, women are more likely than men to perform tasks that do not lead to promotion.

Linda Babcock, Maria P. Recalde, Lise Vesterlund, Laurie Weingart (2017)

Looking up and looking out: Career mobility effects of demographic similarity among professionals.

Workgroup sex and race composition affects turnover and career mobility.

Kathleen McGinn, Katherine L. Milkman (2013)

The Impact of Gender Diversity on the Performance of Business Teams: Evidence from a Field Experiment

Business teams with an equal number of women and men perform better in terms of sales and profits, than do male-dominated teams.

Sander Hoogendoorn, Hessel Oosterbeek, Mirjam van Praag (2013)

How Costly is Diversity? Affirmative Action in Light of Gender Differences in Competitiveness

Affirmative action improves women’s willingness to compete.

Muriel Niederle, Carmit Segal, Lise Vesterlund (2013)

Topic Overview

Talent Management

Female tokens in high-prestige work groups: Catalysts or inhibitors of group diversification?

Michelle Duguid (2011)

Successful Female Leaders Empower Women's Behavior In Leadership Tasks

Subtle exposure to highly successful female leaders improves women’s performance and self-evaluations in stressful leadership tasks.

Ioana M. Latu, Marianne Schmid Mast, Joris Lammers, Dario Bombari (2013)

Unkind to Two of a Kind: Stereotyping Women with Duo Status in a Work Group

Men evaluate women as contributing less leadership and having fewer skills when there are two women in a group compared to when there are one or three.

Denise Lewin Loyd, Judith B. White, Mary C. Kern (2012)

Looking up and looking out: Career mobility effects of demographic similarity among professionals.

Workgroup sex and race composition affects turnover and career mobility.

Kathleen McGinn, Katherine L. Milkman (2013)

How Costly is Diversity? Affirmative Action in Light of Gender Differences in Competitiveness

Affirmative action improves women’s willingness to compete.

Muriel Niederle, Carmit Segal, Lise Vesterlund (2013)

Female Leaders: Injurious or Inspiring Role Models for Women?

High-level female role models, whose success seems unattainable, negatively affects younger women’s self-perceptions and leadership aspirations; however, mid-level female role models do not.

Crystal L. Hoyt, Stefanie Simon (2011)

No Credit Where Credit Is Due: Attributional Rationalization of Women’s Success in Male-Female Teams

Madeline Heilman, Michelle C Haynes-Baratz (2005)

Getting a Job: Is There a Motherhood Penalty?

Mothers face penalties in hiring, starting salaries, and perceived competence while fathers can benefit from being a parent.

Shelley Correll, Stephan Benard, In Paik (2007)

Gender Differences in Accepting and Receiving Requests for Tasks with Low Promotability

In mixed-sex environments, women are more likely than men to perform tasks that do not lead to promotion.

Linda Babcock, Maria P. Recalde, Lise Vesterlund, Laurie Weingart (2017)

The Impact of Gender Diversity on the Performance of Business Teams: Evidence from a Field Experiment

Business teams with an equal number of women and men perform better in terms of sales and profits, than do male-dominated teams.

Sander Hoogendoorn, Hessel Oosterbeek, Mirjam van Praag (2013)

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