Identifying Hiring Selection Bias in the Human Resource Management Process: The Generation Z Candidate

Identifying Hiring Selection Bias in the Human Resource Management Process: The Generation Z Candidate

Gladys Mayota Monroe | 2025

Abstract

The research found that perceived generational differences affect the hiring process through mentorship. Behavioral leadership attributes exemplify personality traits congruent with influence and position that exert “expertise in skill and referent” interaction with their followers, gaining trust within the organizational culture as an essential resource of information and support with integrity (Yukl & Gardner, 2020, pp. 403-407). Exemplifying behavioral leadership characteristics within a hierarchical educational system (e.g., superintendent, administrator, principal, teacher, student) as the context of this study incorporates governmental policies (e.g., federal, state, and local) set in a diversified environment where the effectiveness of implicit leadership influence (e.g., Pygmalion effect) through academic progression and exemplified in their students suggest implied empowerment to learn from their teachers (e.g., mentorship—implicit leadership theory; Budin, 2024; Hasegawa, 2003; Yukl & Gardner, 2020). The literature supports the need and purpose of a qualitative exploratory, descriptive single case study to identify behavioral and leadership traits through the human resource hiring process by researching the approach to human resource professionals’ selection hiring decisions with minimal bias for the best qualified applicant for the position available within the organizational structure.

Keywords: communication, generation, mentorship, qualitative, teacher