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The purpose of this paper is to develop a better understanding of the types of career models that different managerial and union employees view influencing their career development.

In this study, the authors gathered interview data from 74 public sector employees in management and union positions illustrating examples of the career models they experienced.

The study explains how unique career models are often defined by gatekeepers who act in setting out the procedures, incentives, and norms for the careers of others. The results, based on interviews in a Canadian government organization, suggest that employees perceive that different gate keepers are central in shaping careers of management and union employees in a more traditional career hierarchy, even though other perspectives or orientations of career progression exist in encouraging people to take more responsibility for career development. Management participants were more likely to be guided by upper level managers who acted as gatekeepers within a ‘perception of organizational politics’ model where “the system has a procedural merit rather than real merit….and systemic biases are not even realized by the people doing the hiring.” Key gatekeepers for union employees were those in human resource departments and the union who defined the fairness of the procedures within a human capital model which generally managed career development as a reward for higher levels of experience, education, and training. The findings illustrate unique ways that each set of gatekeepers shape the way that selection and promotion processes are carried out.

The authors are mindful that our results are, at best, exploratory. The qualitative interviews were from a sample of 74 government workers in the Canadian public service and should be verified with further research. Although the authors felt that interviews illustrated saturation and might only be a reliable reflection of a specific sample, other research should examine these findings in other contexts. Further examination of these findings might help us understand the challenges of developing systems and procedures which illustrate a distributive rather than merely a procedural fairness.

The process of socialization for a career in management and union positions is demonstrated by the boundaries through which a person moves from being an outsider to an insider to the organization. Unique career models are often defined by gatekeepers who act in setting out the procedures, incentives, and norms for the careers of others. The research and practical implications point to: (i) designing supplemental behavioral interview questions and tools in selection and promotion as a way to respond to systemic biases, (ii) building awareness of how to respond to biases of the powerful role of referrals and networks in shaping careers of managerial employees, and (iii) taking steps to develop a climate which might be supportive of merit processes.

The process of socialization for a career in management and union positions is demonstrated by the boundaries through which a person moves from being an outsider to an insider to the organization. Unique career models are often defined by gatekeepers who act in setting out the procedures, incentives, and norms for the careers of others.

The study suggests that unique career models are often defined by gatekeepers who act in setting out the procedures, incentives, and norms for the careers of others.

The meaning of merit is complex and ambiguous. Originally defined as personal virtue, merit has evolved through scientific rationality into a measure of production, all the while retaining the nuance of moral virtue. The result of this “gospel of merit” is a framework where the value of a human being is derived from organizational performance rather than individual character.

Departing from a so-called “modern civil service” as an ideal type, this chapter evaluates the status of public personnel management in Latin America. Such an ideal model is considered a mix between the organizational principles of the traditional civil service and those of the new public management perspective. First, the chapter presents the different phases that public management practices have undergone in some developed countries. Secondly, following several studies and data provided by the IADB, the level of development of several civil service systems in Latin America is analyzed and several of their construction–destruction–reconstruction patterns are presented. Lastly, the cases that most approach a modern civil service are discussed and some recommendations offered to reformers in this region.

The selection of right projects in a Six Sigma program is a major concern for early success and long‐term acceptance within any organization. One of the ever‐increasing challenges is to define and select right measure for improvement and appropriate problem definition. Many projects encounter the problem of no linkage with business objectives or customer needs, too large or high‐level project scope along with unclear problem and goal statement. Improperly, chosen metrics lead to sub‐optimal behavior and can lead people away from the organization's goal instead of joining them. This paper aims to propose a project selection methodology for different situations.

This research develops a model for project identification; ensuring well‐defined projects are selected having large impact on customer satisfaction or bottom line. The model is described for the situations: availability of performance data, balanced business score card implemented and no data is available.

A “top‐down approach” model is developed for project selection, since top management support for Six Sigma initiatives is absolutely critical to see tangible, significant results. The authors suggest establishing the linkage with data (either reactive or survey), otherwise through prioritization tool for project selection. Finally, factors influencing successful Six Sigma projects include management commitment; project selection and control skill, irrespective of whether this is a define, measure, analyze, improve and control or define, measure, analyze, design and validate/verify project.

This approach will help the organizations to select the specific project from multivariate organizational and customer needs. Three different methods for project selection are explained with examples and reasons for selection. Merits and demerits of each method are also highlighted.

Since the 1970s public services throughout the world have undergone significant reforms in terms of structure and personnel practices. In Australia these reforms have concentrated on the introduction of affirmative action and equal opportunity programmes, the revision of selection and promotion procedures to reinforce the merit principle and the opening up of positions in the public service to outside appointments. Examines how recent reforms in the Queensland public sector have impacted on long‐term public servants. Finds that the effects of the changes are being unevenly felt by different groups in the public service. Specifically, it appears that the processes are being more stringently applied to women than to men.

This paper aims to draw on Ashcraft’s (2013) metaphor of the “glass slipper” (which highlights the need for alignment between occupational identity and embodied social identities of workers) to show how merit may not adhere to individuals when social identity in the form of gender, race or class fails to fit the definition and perceived characteristics of the job.

This is a conceptual paper.

This study develops the notion of the Teflon effect to describe the way merit may go unrecognised and may therefore not “stick” to the bodies of women in management and leadership roles.

This study provides an explanation for the persistence of the glass ceiling and the barriers women face as they undertake or aspire to management and/or leadership positions in organisations.

This study introduces a more embodied notion of merit which relies on both performance and recognition to “take effect”. Professionals must see beyond “objective” measures of merit in performance reviews and/or in recruitment and promotion decisions to include reflection on the significance of merit’s subjective, “performed” dimensions.

This study adds to understandings of women’s positioning in organisations.

This study develops the notion of the Teflon effect. This highlights the significance of the recognition, performance and embodiment of merit and how merit may fail to adhere to the bodies of women in management and leadership roles.

The purpose of this article is to examine matching in the graduate labour market (GLM) in order to understand how expansion of higher education is perceived and translated in practice.

The article uses meritocracy and credentialism as frames of reference to explain the role of educational certification in systems of social structuring. Correspondingly, qualifications may function as signals, screens or proxies. Qualitative evidence, drawing on 40 interviews with graduates, employers and educators gives insights on access requirements, recruitment and selection and transfer of knowledge and skills, in three graduate occupations: chartered accountants; active schools co‐ordinators; and risk managers.

Findings suggest that expanding graduate numbers has produced altered patterns of closure. Employers use the availability of relevant degrees to limit applications, define jurisdictional boundaries and exclude the less, or inappropriately qualified. Yet correspondence between degree and occupation cannot necessarily be read off by a connected degree.

Closer connections between degree and occupation imply labour market segmentation although this requires further evidence in other occupations.

Supply‐side policy interventions are countered by strategic use of graduates. The paper explores issues of relevance to policymakers, employers, educators and graduates and will be of interest to those in the field.

The aim of this chapter is to examine appearance-based discrimination in the workplace. Modern society is exalting beautification and good looking, which affect not merely social relations but also the process of employment. It is argued that employees who have ‘good looking’ are recruited, paid more and promoted rapidly, while those who have ‘wrong looking’ discriminated against. Therefore, the chapter explores how individuals encounter discrimination in the workplace due to their appearance during the decision-making process of employers. It emerges from the literature that discriminating based on appearance is not illegal in almost all countries. However, it is publicised by lawsuits against employers. There are several measures that need to be taken at different levels in order to forestall discriminatory practices. At the individual level, an embracing attitude should be internalised. A merit-based recruitment strategy should be adopted by employers. Finally, new anti-discrimination laws and regulations must be passed by authorities to tackle with ugly discriminatory practices.

The implementation of the Australian government's affirmative actioning proposals, promoting equal treatment for women in organisations, will reduce some elements of disadvantage faced by women in the labour market. Employment practices directly discriminating against women will be replaced by practices which do not overly acknowledge the sex of the applicant, and the employment of women in a diverse range of occupations will be given credence by the organisation's formal statement of commitment to equal employment opportunity. Attempts to remove disadvantage will have to start from the present work structures which are outcomes of actions and bargains between groups in which women have not played a significant part. Unless the trade union movement is given a more prominent role in the development and implementation of affirmative action programmes, these programmes will create further division in the workforce, as the reassessment of concepts underpinning personnel practices may cause much hostility among employees.