Employee Perceptions of Bias in Human Resource Decision-Making Processes

Employee perceptions of bias in human resource (HR) decision-making processes can significantly impact organizational effectiveness and employee morale. This study aims to explore the nuanced perceptions of employees regarding biases within HR practices, focusing on how these perceptions affect their experiences and their view of organizational justice and equity. This qualitative study utilized semi-structured interviews with ۲۷ participants from various industries and job roles to gather in-depth insights into their perceptions of bias. Participants were selected through purposive sampling to ensure a diverse mix of viewpoints. The interviews aimed for theoretical saturation and were analyzed using thematic analysis, facilitated by qualitative data analysis software. Three main themes were identified: Systemic Bias, Individual Experiences, and Organizational Responses. Systemic Bias included subthemes such as Institutional Framework, Cultural Norms, and Technology and Tools. Individual Experiences were detailed through Perception of Fairness, Impact on Career Progression, Personal Encounters with Bias, and Responses to Perceived Bias. Organizational Responses were characterized by Policy Enforcement and Revision, Training and Awareness Programs, Feedback and Reporting Mechanisms, and Leadership Involvement. The study revealed that biases in HR practices are perceived across multiple dimensions, from systemic structures to personal encounters. Effective organizational responses are crucial for mitigating these biases. The findings emphasize the need for organizations to continuously evaluate and refine their HR practices to enhance fairness and inclusivity, thereby fostering a positive organizational climate.Employee perceptions of bias in human resource (HR) decision-making processes can significantly impact organizational effectiveness and employee morale. This study aims to explore the nuanced perceptions of employees regarding biases within HR practices, focusing on how these perceptions affect their experiences and their view of organizational justice and equity. This qualitative study utilized semi-structured interviews with ۲۷ participants from various industries and job roles to gather in-depth insights into their perceptions of bias. Participants were selected through purposive sampling to ensure a diverse mix of viewpoints. The interviews aimed for theoretical saturation and were analyzed using thematic analysis, facilitated by qualitative data analysis software. Three main themes were identified: Systemic Bias, Individual Experiences, and Organizational Responses. Systemic Bias included subthemes such as Institutional Framework, Cultural Norms, and Technology and Tools. Individual Experiences were detailed through Perception of Fairness, Impact on Career Progression, Personal Encounters with Bias, and Responses to Perceived Bias. Organizational Responses were characterized by Policy Enforcement and Revision, Training and Awareness Programs, Feedback and Reporting Mechanisms, and Leadership Involvement. The study revealed that biases in HR practices are perceived across multiple dimensions, from systemic structures to personal encounters. Effective organizational responses are crucial for mitigating these biases. The findings emphasize the need for organizations to continuously evaluate and refine their HR practices to enhance fairness and inclusivity, thereby fostering a positive organizational climate.

Keywords:

Human Resource Management , Employee Perceptions , Bias , Organizational Justice , Qualitative Research , Thematic Analysis , Systemic Bias , Organizational Responses