Female representation at the corporate top
Einde inhoudsopgave
Female representation at the corporate top (IVOR nr. 126) 2022/2.4.1.2:2.4.1.2 Bias in selection/performance appraisal
Female representation at the corporate top (IVOR nr. 126) 2022/2.4.1.2
2.4.1.2 Bias in selection/performance appraisal
Documentgegevens:
dr. mr. R.A. van ’t Foort-Diepeveen, datum 13-05-2022
- Datum
13-05-2022
- Auteur
dr. mr. R.A. van ’t Foort-Diepeveen
- JCDI
JCDI:ADS659170:1
- Vakgebied(en)
Ondernemingsrecht (V)
Ondernemingsrecht / Corporate governance
Toon alle voetnoten
Voetnoten
Voetnoten
Kirsch, Leadership Quarterly, 2018, 29(2), p. 351.
Acker, Sociologie du travail, 2009, 51(2).
Kirsch, Leadership Quarterly, 2018, 29(2); Kossek et al., Journal of Management, 2017, 43(1).
Smith & Parrotta, Journal of Business Ethics, 2015, 147(2).
Nagy, Women in Management Review, 2005, 20(5); Acker, Sociologie du travail, 2009, 51(2).
Deze functie is alleen te gebruiken als je bent ingelogd.
A bias may occur because existing board members tend ‘to recommend candidates who resemble themselves regarding demographic characteristics’.1 Accordingly, if a board consists of men, it is likely that existing board members will select male candidates.2 Consequently, women are less likely to be promoted or are excluded from boardroom positions.3 Additionally, higher standards might apply to the recruitment of female managers, compared to their male counterparts, which increases the likelihood for men to be appointed or promoted instead of women.4 Furthermore, organizations can be biased, if they have different career paths or job tasks for men and women.5