The Policy–People Gap: Decision-Makers Choose Policies That Favor Different Applicants than They Select When Making Individual Decisions

Gomez, David M. Munguia; Levine, Emma

doi:10.5465/amj.2020.1740

Cited by 7 publications

(2 citation statements)

References 73 publications

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“…We described affirmative action as either rewarding the underrepresented or punishing the overrepresented. Past research has similarly framed these policies as either helping minority or harming majority individuals and groups (Crosby et al, 2003; Lowery et al, 2006; Munguia Gomez & Levine, 2022).…”

Section: Methodsmentioning

confidence: 99%

People Endorse Harsher Policies in Principle Than in Practice: Asymmetric Beliefs About Which Errors to Prevent Versus Fix

Rude,

Shaddy

2024

Psychol Sci

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Countless policies are crafted with the intention of punishing all who do wrong or rewarding only those who do right. However, this requires accommodating certain mistakes: some who do not deserve to be punished might be, and some who deserve to be rewarded might not be. Six preregistered experiments ( N = 3,484 U.S. adults) reveal that people are more willing to accept this trade-off in principle, before errors occur, than in practice, after errors occur. The result is an asymmetry such that for punishments, people believe it is more important to prevent false negatives (e.g., criminals escaping justice) than to fix them, and more important to fix false positives (e.g., wrongful convictions) than to prevent them. For rewards, people believe it is more important to prevent false positives (e.g., welfare fraud) than to fix them and more important to fix false negatives (e.g., improperly denied benefits) than to prevent them.

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Section: Methodsmentioning

confidence: 99%

People Endorse Harsher Policies in Principle Than in Practice: Asymmetric Beliefs About Which Errors to Prevent Versus Fix

Rude,

Shaddy

2024

Psychol Sci

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“…Some of these constructs‐of‐interest may not be considered part of the mainstream recruitment field, but still may be relevant to understanding recruitment. For instance, advancements in the cognitive biases and decision‐making literature have led to more examinations of fairness judgments within a personnel selection and hiring context (e.g., Munguia et al., 2022). Similarly, recent research on internal hiring, or filling vacancies from within the organization, also can involve similar processes used to identify and attract internal applicants (Campion et al., 2022; Keller, 2018).…”

Section: Theoretical Approachesmentioning

confidence: 99%

Recruitment in personnel psychology and beyond: Where we've been working, and where we might work next

Dineen

Stevenson‐Street

2022

Personnel Psychology

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Effective recruitment of talent remains extremely critical. As part of Personnel Psychology's 75-year anniversary celebration, we review the state of recruitment research, emphasizing the journal's extensive contributions to this literature. Specifically, we review contributions and opportunities in terms of the recruitment outcomes that have been studied, theoretical progress that has occurred, and methodologies that have been employed to inform scholarship and practice. Throughout, we particularly highlight trends that have occurred over the years in the pages of Personnel Psychology. We conclude with several implications for practice and directions for ongoing recruitment research. INTRODUCTIONRecent years have seen unprecedented transformations in labor market dynamics. Between the changing values and expectations of those in the labor market (Ellis, 2022), social media use (e.g., Carpentier et al., 2019), and flexible work arrangements in the wake of the COVID-19 pandemic (e.g., Samuel, 2021), among other notable changes, these seismic shifts are both real and enduring in present times. Hence, the importance of generating scientific knowledge to guide effective recruitment of talent is more critical than ever.In reference to this special issue's celebration of Personnel Psychology's 75-year legacy of contributions to scientific management, one needs to look only at its recent pages to unearth many pressing challenges accenting the need to effectively recruit talent. For example, the 2020 behavioral ethics special issue portends a need for firms to portray their ethical footprint to job seekers. In the corporate social responsibility (CSR) space, Ng et al.

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Can nudges be leveraged to enhance diversity in organizations? A systematic review

Cervantez,

Milkman

2024

Current Opinion in Psychology

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The Policy–People Gap: Decision-Makers Choose Policies That Favor Different Applicants than They Select When Making Individual Decisions

Cited by 7 publications

References 73 publications

People Endorse Harsher Policies in Principle Than in Practice: Asymmetric Beliefs About Which Errors to Prevent Versus Fix

People Endorse Harsher Policies in Principle Than in Practice: Asymmetric Beliefs About Which Errors to Prevent Versus Fix

Recruitment in personnel psychology and beyond: Where we've been working, and where we might work next

Can nudges be leveraged to enhance diversity in organizations? A systematic review

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