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Balancing Fairness and Efficiency: The Impact of Identity-Blind and Identity-Conscious Accountability on Applicant Screening

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  • William T Self
  • Gregory Mitchell
  • Barbara A Mellers
  • Philip E Tetlock
  • J Angus D Hildreth

Abstract

This study compared two forms of accountability that can be used to promote diversity and fairness in personnel selections: identity-conscious accountability (holding decision makers accountable for which groups are selected) versus identity-blind accountability (holding decision makers accountable for making fair selections). In a simulated application screening process, undergraduate participants (majority female) sorted applicants under conditions of identity-conscious accountability, identity-blind accountability, or no accountability for an applicant pool in which white males either did or did not have a human capital advantage. Under identity-conscious accountability, participants exhibited pro-female and pro-minority bias, particularly in the white-male-advantage applicant pool. Under identity-blind accountability, participants exhibited no biases and candidate qualifications dominated interview recommendations. Participants exhibited greater resentment toward management under identity-conscious accountability.

Suggested Citation

  • William T Self & Gregory Mitchell & Barbara A Mellers & Philip E Tetlock & J Angus D Hildreth, 2015. "Balancing Fairness and Efficiency: The Impact of Identity-Blind and Identity-Conscious Accountability on Applicant Screening," PLOS ONE, Public Library of Science, vol. 10(12), pages 1-17, December.
    • Handle: RePEc:plo:pone00:0145208
    DOI: 10.1371/journal.pone.0145208
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    References listed on IDEAS

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    2. Gregoric, Aleksandra & Kato, Takao & Larsen, Casper B.L., 2024. "Internal Promotion or External Hire? Staffing Management Positions When Employees Have a Seat in the Boardroom," IZA Discussion Papers 17304, Institute of Labor Economics (IZA).

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