Rage against the Iron Cage

Abstract

Organization scholars since Max Weber have argued that formal personnel systems can prevent discrimination. We draw on sociological and psychological literatures to develop a theory of the varied effects of bureaucratic reforms on managerial motivation. Drawing on selfperception and cognitive-dissonance theories, we contend that initiatives that engage managers in promoting diversity-special recruitment and training programs-will increase diversity. Drawing on job-autonomy and self-determination theories, we contend that initiatives that limit managerial discretion in hiring and promotion-job tests, performance evaluations, and grievance procedures-will elicit resistance and produce adverse effects. Drawing on transparency and accountability theories, we contend that bureaucratic reforms that increase transparency for job-seekers and hiring managers-job postings and job ladders-will have positive effects. Finally, drawing on accountability theory, we contend that monitoring by diversity managers and federal regulators will improve the effects of bureaucratic reforms. We examine the effects of personnel innovations on managerial diversity in 816 U.S. workplaces over 30 years. Our findings help explain the nation's slow progress in reducing job segregation and inequality. Some popular bureaucratic reforms thought to quell discrimination instead activate it. Some of the most effective reforms remain rare.

Bringing Managers Back in: Support for Gender-Equality Measures in the Business Sector

“…While much research has analyzed the sources of inequality and gender imbalance and the adoption of policies (the politics of policies), fewer studies have been conducted to analyze the implementation and success of policies and programs to counter gender inequalities (Engeli & Mazur 2018). However, studies of effects from policies and initiatives to promote gender balance and diversity in the workplace are growing in importance, and a main finding is that programs and measures that engage managers are the most successful in terms of integrating equality and diversity (Dobbin et al 2015).…”

“…A major reason might be because CBQs were not designed to recruit women into executive ranks. As argued by Dobbin et al (2015), some policies appear to appeal less to managers than others. For instance, in an American context, Dobbin et al (2015) find that control-oriented, state-imposed policies, in particular, may have elicited unintended negative effects.…”

“…As argued by Dobbin et al (2015), some policies appear to appeal less to managers than others. For instance, in an American context, Dobbin et al (2015) find that control-oriented, state-imposed policies, in particular, may have elicited unintended negative effects. If this also applies in a Norwegian context, could CBQ have had a demotivating effect and contributed to the lack of ripple effects from CBQs in Norway?…”

“…This article is inspired by a 'call to bring the managers back' into the study of workplace inequality, emphasizing the crucial role of top managers for promoting equality and diversity in the workplace (Castilla 2011;Dobbin et al 2015). We set out to investigate what kinds of policies top managers in Norway would prioritize to further gender balance in top management.…”

“…In our examination of top managers' support of different gender-equality measures, we follow Dobbin et al (2015), and differentiate between measures that approach managers' behavior, such as management training and recruitment, on the one hand, and measures that constrain managers' discretion to discriminate, such as different types of control systems, on the other hand.…”