Abstract
Abstract Building on insights from queuing theory and institutional theories of organizations, we examine why human resource management feminized after 1970. We use original data collected from scholarly journals, trade journals and relevant government documents and statistics. Women typically gained entry to personnel because the field's traditional labor pool, men, was insufficient to meet demand. Although labor shortages were attributable in large measure to increased demand, they also reflected men's declining interest in HR work, occasioned by a drop in real earnings and the field's low prestige. Women's presence also rose because employers, guided by gender stereotypes about women's and men's natural abilities and the changing expectations of personnel jobs, increasingly chose women to staff personnel jobs. Finally, large numbers of women entered personnel work because they had increasingly supplied themselves to the degree programs that traditionally feed personnel work. Underlying these components...
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