Penalized for Personality: A Case Study of Asian-Origin Disadvantage at the Point of Hire

Abstract

Do employers penalize Asian-origin workers for personality-related reasons during real hiring decisions? Current theoretical approaches—the Model Minority Myth perspective and the Heterogeneity approach—provide conflicting predictions as to the nature of an Asian-origin personality penalty, if one exists. Furthermore, evidence of an Asian-origin personality penalty is typically derived from laboratory experiments based on evaluation of fictitious material rather than from real hiring decisions based on face-to-face interviews and hiring deliberations. To fill the empirical gap and resolve theoretical tension, I provide evidence of an Asian-origin personality penalty from a case study of hiring at a Silicon Valley high-technology firm. Drawing from quantitative and qualitative data, I demonstrate how the firm’s decision makers penalize Asian-origin job candidates during hiring decisions for their judged personality traits in a way that does not fully coincide with either theoretical approach, and I propose a theoretical model to describe the personality “content” of the Asian-origin personality penalty as it occurs in real hiring decisions.