Gender and organizational selection decisions: Evidence from law firms

Why do women find it more difficult than men do to attain success within organizations, as measured by rank, authority, and rate of hiring and promotion? This study develops a model of the behavior of organizational decisionmakers who select candidates for organizational positions. In this model, a decisionmaker compares the fit between a candidate and the perceived requirements for successful performance. The decisionmaker's inferences concerning the candidate are likely to be biased toward the applicable gender stereotype. The impact on the decisionmaker's evaluation depends on whether gender itself or gender-stereotypical characteristics form part of the profile of the successful jobholder. This process should be further influenced by the decisionmaker's own gender and the level of uncertainty associated with the work. In the case of internal transitions, decisionmakers' expectations should also be influenced by candidates' prior developmental opportunities, which may be less accessible to women than to men. If so, this disadvantage should be partially offset by offer formal training programs, and should be accentuated or diminished depending on the cultural norms within the organization.;The dissertation explores these ideas in the research setting of large law firms, using quantitative data on more than 800 law firm establishments from 1995 and 1996. The analysis tests propositions consistent with the theoretical model of employer decisionmaking by evaluating the relationships between selected organizational characteristics and the female proportion of lawyers at different stages and levels.;The findings show that the inclusion of stereotypically male or female traits in the decisionmaker's profile of the successful jobholder matters at lower organizational levels. A more extensive practice in female-typed areas of law is associated with a greater presence of women among entry-level hires and newly promoted partners. The gender of the decisionmaker matters at most organizational levels, as does work uncertainty. A formal training program is positively associated with women's representation among partners, and a "sink or swim" organizational culture has a negative impact on women's share of both associate and partner positions. An unexpected finding is that a "teaching" culture has a negative effect on women's share of promotions and partner positions. Taken together with other research, the theory and findings here have implications for a rethinking of law and policy concerning gender discrimination in organizations.