Meritocracy: responding to the myth

Mike Hyter (As president and CEO of Novations/J.Howard & Associates (www.jhoward.com), Michael Hyter is responsible for the management and strategic direction of the company. He serves on the board of the Efficacy Institute, a not‐for‐profit affiliate of Novations/J.Howard & Associates, which provides consulting services to public school systems and community‐based organizations. He is also a member of the Executive Leadership Council, a network and leadership forum for African‐American executives, and a member of the Board of Trustees for The Wang Center for the Performing Arts in Boston.)

Handbook of Business Strategy

ISSN: 1077-5730

Publication date: 1 December 2004

Abstract

In my consulting practice, I spend a great deal of time talking with senior level executives about their organization’s human resource practices. One theme I hear consistently is that their organizations are “true” meritocracies where the “gifted” rise to the top as a result of a fair process. The irony is that women and professionals of color in those same companies often tell me that the environment is far from fair to them.

Keywords

Citation

Hyter, M. (2004), "Meritocracy: responding to the myth", Handbook of Business Strategy, Vol. 5 No. 1, pp. 41-44. https://doi.org/10.1108/10775730410494224

Download as .RIS

Publisher

:

Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.