Promotion decisions as a diversity practice

Abstract

Proposes that the promotion decision‐making process contributes to the differential advancement of women and men in organizations. Compares the actual promotions of 13 women and 16 men at a company known for its diversity practices. Finds that bosses are more hesitant to promote women and require them to demonstrate personal strength and to prove themselves extensively before they get a promotion. Men are less likely to have promotions accounted for in terms of familiarity with job responsibilities and are more likely to have a high level of comfort with the boss as a reason for promotion. Strategies for addressing these differential dynamics include assessments of current promotion practices, modifications to human resource systems to increase accountability for the advancement of women, and coaching for decision makers and sponsors of high‐potential women.

Citation

Ruderman, M.N., Ohlott, P.J. and Kram, K.E. (1995), "Promotion decisions as a diversity practice", Journal of Management Development, Vol. 14 No. 2, pp. 6-23. https://doi.org/10.1108/02621719510078867