Why your stigma isn't hired: A dual-process framework of interview bias

Derous, Eva; Buijsrogge, Alexander; Roulin, Nicolas; Duyck, Wouter

doi:10.1016/j.hrmr.2015.09.006

Cited by 76 publications

(187 citation statements)

References 175 publications

Supporting

Mentioning

179

Contrasting

Unclassified

Order By: Relevance

“…Yet, while aesthetic surgery may improve the well‐being of some employees, the distorting effects of the attractiveness bias constrain rational decision‐making by managers (Derous et al. ) and have long been recognised as problematic for companies. The most able employees may not be recruited or rewarded and those perceived to be less attractive may be overlooked or treated unfairly.…”

Section: Resultsmentioning

confidence: 99%

See 1 more Smart Citation

Cosmetic facial surgery: the influence of self‐esteem on job satisfaction and burnout

Kalus

Cregan

2017

Asia Pac J Human Res

View full text Add to dashboard Cite

Using knowledge-based theories of self-esteem, we investigate the relationship between employed adults' change in self-esteem following cosmetic facial surgery and changes in their job satisfaction and workplace burnout. Quantitative data are collected from patients who have undergone cosmetic facial surgical procedures within a four-year period. The survey responses of 106 employed adults are analysed using hierarchical moderator regression. The findings show a positive relationship between change in self-esteem and change in job satisfaction, and a negative relationship with change in burnout. Cumulative effects are identified. For those who strongly perceive an improvement in their post-operative self-esteem, the longer the time since surgery, the greater the increase in job satisfaction and decrease in burnout; for those who strongly perceive their self-esteem has not improved, the greater the decrease in job satisfaction. These results demonstrate that the influence of change in self-esteem following surgery extends into the workplace. Key points1 Change in self-esteem following cosmetic facial surgery was associated with subsequent job attitudes, both in the short and longer term. 2 Some employees experienced greater job satisfaction and lower feelings of burnout; others experienced the reverse. 3 Job satisfaction and burnout are important motivating/demotivating factors for employees. 4 Objective processes for selection and promotion should help break the attractiveness bias. 5 Most cosmetic surgery patients are women and such processes should also help break down gender stereotypes.In the last few decades, an increasing amount of money has been spent, predominantly by women, on expensive methods to artificially enhance their physical attractiveness (Sarpila 2014). These methods include surgical procedures generally referred to as cosmetic

show abstract

Section: Resultsmentioning

confidence: 99%

“…Unconscious bias is most likely to occur when candidates are interviewed (Derous et al. ). The use of structure throughout the interview is recommended (Kristof‐Brown, Barrick and Franke ).…”

Section: Resultsmentioning

confidence: 99%

Cosmetic facial surgery: the influence of self‐esteem on job satisfaction and burnout

Kalus

Cregan

2017

Asia Pac J Human Res

View full text Add to dashboard Cite

show abstract

“…Anchoring bias states that salient information is cued first and subsequently used as a basis for future decisions (Tversky & Kahneman, 1974). Scholars have studied the effects of anchoring in talent acquisition both from personality (Derous et al, 2016) and situational perspectives (Kataoka, Latham, & Whyte, 1997). Such inquiries suggest that screeners may anchor their judgements to available information (i.e., recency or primacy effect), select candidate characteristics (i.e., halo or horn effect), or judge their similarity to or differences from the candidate (i.e., similarity and contrast bias).…”

Section: Anchoringmentioning

confidence: 99%

Exploring Hiring Practitioner Preferences for and Assessment Practices of Prospective Candidates

Huber

2018

Journal of Interior Design

View full text Add to dashboard Cite

While the decision‐making strategies involved in the design process have long been a topic of scholarly exploration, less attention has been devoted to probing the likely antecedents to other decisions that potentially influence design practice. One such decision is the formation of a project team, which is likely influenced by those who are hired to work in a firm. While some interior design scholars have outlined the skills and characteristics viewed as most desirable by hiring practitioners, there remains relatively little information regarding the assessment of those attributes and how decision‐making strategies may sway the hiring process. This study sought the perceptions of those hiring entry‐level interior design candidates. More specifically, it aimed to determine preferences among the commonly cited factors of employability; namely, if hiring practitioners were more apt to prefer soft skills, hard skills, or specific experiences. The study then sought to discern whether those attributes are assessed through either System 1 (i.e., gut‐level abbreviated processes often reliant on heuristics) or System 2 strategies (i.e., rational, conscious processes utilizing a broad array of evidence). Findings stemming from a survey of (n = 106) senior‐level interior design practitioners suggest that they are likely to prioritize soft skills when screening candidates. Moreover, practitioners may utilize System 1 processes, heuristics, and relatively subjective strategies—to assess these attributes. Findings offer practical implications while contributing to the body of knowledge regarding the employability of interior design university graduates by empirically examining how hiring practitioners prioritize of a range of cognitive, emotional, and behavioral patterns.

show abstract

“…Another downside to transparency efforts may be information overload for both the applicant and the recruiter. Research on how recruitment messages, assessment instructions, candidate information, and the like affect cognitive load might prove valuable in considering how to balance informativeness with stress‐inducing cognitive processing demands in the applicant and the recruiter (e.g., Buijsrogge, Duyck, & Derous, ; Derous, Buijsrogge, Roulin, & Duyck, , on processing candidate information in interviews).…”

Section: From Street Credibility To Scientific Validitymentioning

confidence: 99%

Highlighting Tensions in Recruitment and Selection Research and Practice

Ryan

Derous

2016

Int J Selection Assessment

Self Cite

View full text Add to dashboard Cite

We acknowledge Brecht Vandeputte for his aid with the trend analysis. TENSIONS IN RECRUITMENT AND SELECTION 2 AbstractIn this article we highlight five tensions that exist in recruitment and selection (R&S) research and practice today and that are centered around the "efficiency press" and so-called "researchpractice" gap. Identified tensions are desires for (1) innovation and efficiency, (2) customization and consistency, (3) transparency and effectiveness, (4) wide-reach and coherence, and (5) diversity and standardization. Each tension is illustrated with findings from the five studies of this Special Issue that were presented at the third meeting of the European Network of Selection Researchers (August 2014), and supplemented with empirical data on the research-practice gap in recruitment and selection (period 2009-2013). We consider how we might move forward in addressing the "efficiency press" in research as well as managing these tensions in practice TENSIONS IN RECRUITMENT AND SELECTION 3

show abstract

Why your stigma isn't hired: A dual-process framework of interview bias

Cited by 76 publications

References 175 publications

Cosmetic facial surgery: the influence of self‐esteem on job satisfaction and burnout

Cosmetic facial surgery: the influence of self‐esteem on job satisfaction and burnout

Exploring Hiring Practitioner Preferences for and Assessment Practices of Prospective Candidates

Highlighting Tensions in Recruitment and Selection Research and Practice

Contact Info

Product

Resources

About