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Meritocracy: responding to the myth

Meritocracy: responding to the myth In my consulting practice, I spend a great deal of time talking with senior level executives about their organization’s human resource practices. One theme I hear consistently is that their organizations are “true” meritocracies where the “gifted” rise to the top as a result of a fair process. The irony is that women and professionals of color in those same companies often tell me that the environment is far from fair to them. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Handbook of Business Strategy Emerald Publishing

Meritocracy: responding to the myth

Mike Hyter
Handbook of Business Strategy , Volume 5 (1): 4 – Dec 1, 2004
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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1077-5730
DOI
10.1108/10775730410494224
Publisher site
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Abstract

In my consulting practice, I spend a great deal of time talking with senior level executives about their organization’s human resource practices. One theme I hear consistently is that their organizations are “true” meritocracies where the “gifted” rise to the top as a result of a fair process. The irony is that women and professionals of color in those same companies often tell me that the environment is far from fair to them.

Journal

Handbook of Business Strategy – Emerald Publishing

Published: Dec 1, 2004

Keywords: Management development; Human resource development; Senior management

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