![]() Furthermore, when employees interact with organizational decision makers during HR practices, or when they are told the outcomes of HR-related decisions, they may experience personal discrimination in the form of sexist comments. Importantly, such discrimination against women largely can be attributed to human resources (HR) policies and HR-related decision-making. In other words, workplace discrimination contributes to women’s lower socio-economic status. men) to advance in their careers ( Blau and DeVaro, 2007). Some examples of how workplace discrimination negatively affects women’s earnings and opportunities are the gender wage gap (e.g., Peterson and Morgan, 1995), the dearth of women in leadership ( Eagly and Carli, 2007), and the longer time required for women (vs. The workplace has sometimes been referred to as an inhospitable place for women due to the multiple forms of gender inequalities present (e.g., Abrams, 1991). Although we portray gender inequality as a self-reinforcing system that can perpetuate discrimination, important levers for reducing discrimination are identified. Importantly, institutional discrimination in organizational structures, processes, and practices play a pre-eminent role because not only do they affect HR practices, they also provide a socializing context for organizational decision makers’ levels of hostile and benevolent sexism. In addition, organizational decision makers’ levels of sexism can affect their likelihood of making gender biased HR-related decisions and/or behaving in a sexist manner while enacting HR practices. ![]() This includes leadership, structure, strategy, culture, organizational climate, as well as HR policies. We suggest that gender discrimination in HR-related decision-making and in the enactment of HR practices stems from gender inequalities in broader organizational structures, processes, and practices. We propose a model of gender discrimination in HR that emphasizes the reciprocal nature of gender inequalities within organizations. This is because HR practices (i.e., policies, decision-making, and their enactment) affect the hiring, training, pay, and promotion of women. For women, some of the most harmful gender inequalities are enacted within human resources (HRs) practices. Gender inequality in organizations is a complex phenomenon that can be seen in organizational structures, processes, and practices. Department of Psychology, University of Guelph, Guelph, ON, Canada.
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