Pregnancy as a source of bias in performance appraisals

Notwithstanding recent gains, women have still not achieved parity with men in the workplace. This is further complicated by common negative images of pregnant women (Taylor and Langer, 1977). The present study investigated (1) stereotypes about pregnant working women, and (2) the effect of an employee's pregnancy on performance evaluation. In the first study, subjects' attitudes about pregnant employees were assessed via questionnaire. Substantial negative stereotyping was found to exist, especially among males. In Study 2, subjects viewed videotapes of either a pregnant or a non-pregnant women doing assessment-center-type tasks and were asked to evaluate her performance. When the employee was pregnant, she was consistently rated lower compared to when she was non-pregnant. A main effect of rater sex and a rater sex by pregnancy condition interaction were found, indicating that males assigned lower ratings than females and were also more negatively affected by the pregnancy condition. Implications for organizational policy regarding employee pregnancy and performance appraisal systems are discussed.     

Are men better negotiators everywhere? A meta‐analysis of how gender differences in negotiation performance vary across cultures

Prior research has found that each culture and gender influences negotiation strategies and outcomes, but less is known about their interplay. We integrate these two research streams by providing a meta‐analytic review of the interactive impact of gender and culture on negotiation performance. We reviewed 185 studies that reported gender differences in intracultural negotiation performance across 30 societies that varied across seven cultural dimensions. Results showed that Hofstede's individualism–collectivism, GLOBE's in‐group collectivism and assertiveness practices, and Schwartz's harmony moderated the gender effect on negotiation performance. We found that in cultures lower in individualism, higher in in‐group collectivism practices, lower in assertiveness practices, and higher in harmony, women more likely outperformed men in negotiations. Implications for the role of gender and culture in negotiations and organizations more broadly are discussed.     

Leader self‐awareness: An examination and implications of women's under‐prediction

Self‐awareness represents an important aspect of leadership. However, past research on leader self‐awareness has focused on one component of self‐awareness, self versus others' ratings, leaving the second component, the ability to anticipate the views of others, largely neglected. We examined this second component of self‐awareness by focusing on women leaders who have been found to under‐predict how others rate them. In two studies, we measured how women leaders anticipate the views of their bosses in regard to their leadership. In Study 1, 194 leaders rated their leadership, were rated by their bosses, and then predicted how their bosses rated their leadership. While we found that women under‐predict their boss ratings compared with men, we did not find that boss gender or feedback played a role in this under‐prediction. In Study 2, 76 female leaders identified (via open‐ended questions) possible reasons and consequences of under‐prediction for women in organizations. Results from Study 2 reveal the following: (1) the reasons for women's under‐prediction include a lack of self‐confidence, differences in feedback needs, learned gender roles, and self‐sexism; and (2) the perceived consequences of under‐prediction are negative for both women and the organization. Copyright © 2013 John Wiley & Sons, Ltd.     

Gainsharing and women's and men's relative pay satisfaction

There is some evidence that women have equal or higher pay satisfaction than similarly situated men, even though they may earn less than these men. Using Major's (1994) model of entitlement, this study examined gender differences in pay satisfaction in two companies before and after gainsharing bonus programmes were introduced. Results indicated that women had higher pay satisfaction than men prior to the introduction of gainsharing and there was some evidence that this difference was greater among lower‐paid employees. Women did not exhibit higher pay satisfaction after gainsharing was introduced. The potential association of gainsharing with changes in female–male pay satisfaction is discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

A meta‐analytic comparison of self‐reported and other‐reported organizational citizenship behavior

Given the common use of self‐ratings and other‐ratings (e.g., supervisor or coworker) of organizational citizenship behavior (OCB), the purpose of this meta‐analysis was to evaluate the extent to which these rating sources provide comparable information. The current study's results provided three important lines of evidence supporting the use and construct‐related validity of self‐rated OCB. The meta‐analysis of mean differences demonstrated that the mean difference in OCB ratings is actually quite small between self‐ and other‐raters. Importantly, the difference between self‐ and other‐raters was influenced by neither the response scale (i.e., agreement vs. frequency) nor the use of antithetical/reverse‐worded items on OCB scales. The meta‐analysis of correlations showed that self‐ and other‐ratings are moderately correlated but that self–other convergence is higher when antithetical items are not used and when agreement response scales are used. In addition, self‐ratings and supervisor‐ratings showed significantly more convergence than self‐ratings and coworker‐ratings. Finally, an evaluation of self‐rated and other‐rated OCB nomological networks showed that although self‐rated and other‐rated OCBs have similar patterns of relationships with common correlates, other‐rated OCB generally contributed negligible incremental variance to correlates and only contributed appreciable incremental variance to other‐rated behavioral variables (e.g., task performance and counterproductive work behavior). Implications and future research directions are discussed, particularly regarding the need to establish a nomological network for other‐rated OCB. Copyright © 2013 John Wiley & Sons, Ltd.     

Careers as tournaments: The impact of sex and gendered organizational culture preferences on MBAs' income attainment

Drawing on gender role theory and tournament theory, we examined the effects of sex and organizational culture preferences on the incomes of MBA graduates over an 8‐year period. We found that masculine culture preferences led to higher income 4 years after graduation and, in contrast to previous research, the effect was stronger for women. By 8 years after graduation, however, men's rate of income increase was significantly higher than women's, an effect that was mediated by hours worked per week. These findings clarify some of the conflicting results of previous research on the effects of gender roles on women's careers and suggest that a tournament‐like aspect of careers may account for higher incomes in organizations. Copyright © 2009 John Wiley & Sons, Ltd.     

Extending and testing a five factor model of ethical and unethical bargaining tactics: introducing the SINS scale

Using a questionnaire derived from previous research, MBA students in a semester‐long negotiation course rated 30 deceptive negotiation tactics on a 7‐point appropriate–inappropriate scale. Factor analysis of these ratings yielded five primary factors (replicating previous findings) representing a lay model of unethical tactics in negotiation contexts. The emergent factors are: I, traditional competitive bargaining; II, attacking an opponent's network; III, misrepresentation/lying; IV, misuse of information; and V, false promises. The five factors may be reliably measured using a 16‐item questionnaire, introduced here, called the ‘Self‐reported Inappropriate Negotiation Strategies Scale’, (or SINS scale). Analyses of scale ratings by participant demographics yielded some interesting results including: a tendency for women to be more averse to questionable tactics than men; a greater willingness for self‐rated ‘competitive’ individuals to endorse such tactics; and differences in willingness to endorse tactics according to variables such as undergraduate major, years of work experience, and nationality. Willingness to endorse less ethical tactics did not directly relate to actual negotiation performance. Directions for future research, and further uses of the SINS scale, are discussed. Copyright © 2000 John Wiley & Sons, Ltd.     

Job and industry fit: the effects of age and gender matches on career progress outcomes

Using a sample of 232 MBA alumni, we tested the impact of respondent age, gender, and their interaction on career progress outcomes (managerial level, number of promotions, and salary) and whether age‐ and gender‐type of contexts moderated these relationships. Women's salaries did not increase much with age, whereas men's salaries showed a marked increase with age. We also found a gender × job gender‐type effect on salary, such that women earned somewhat higher salaries in masculine‐typed jobs, while men earned considerably higher salaries in feminine‐typed jobs. In addition, we observed a three‐way interaction between gender, age, and age‐type of industry indicating that younger men received more promotions in old‐typed industries, while younger women received more promotions in young‐typed ones. Results are discussed in light of cognitive matching approaches and status characteristics theory. Copyright © 2004 John Wiley & Sons, Ltd.     

Innovative work behavior and sex‐based stereotypes: Examining sex differences in perceptions and evaluations of innovative work behavior

Building on role congruity theory, we predict that innovative work behaviors are stereotypically ascribed to men more than to women. Because of this bias, women who innovate may not receive better performance evaluations than those who do not innovate, whereas engaging in innovative work behaviors is beneficial for men. These predictions were supported across 3 complementary field and experimental studies. The results of an experiment (Study 1; N = 407) revealed that innovative work behaviors are stereotypically associated with men more than women. In Studies 2 and 3, using multisource employee evaluation data (N = 153) and by experimentally manipulating innovative work behaviors (N = 232), respectively, we found that favorable performance evaluations were associated with innovative work behaviors for men but not for women. These studies highlight a previously unidentified form of sex bias and are particularly important for those wishing to increase innovative behaviors in the workplace: We need to address this phenomenon of “think innovation‐think male.”     

Employee satisfaction in work groups with different gender composition

This study investigates the relationship between the gender composition of an employee's work group and the employee's job satisfaction, using a random sample over 1600 U.S. workers. After controlling possible confounding variables, our analysis shows that the level of an employee's job satisfaction is related to the gender composition of the employee's work group, and that the relationship of these variables does not differ between male and female employees. Both men and women working in gender-balanced groups have higher levels of job satisfaction than those who work in homogeneous groups. Employees working in groups containing mostly men have the lowest levels of job satisfaction, with those working in groups containing mostly women falling in the middle. These results are consistent with predictions based on Blau's theory of social structure, that satisfaction would be highest for employees in more heterogeneous groups. © 1997 by John Wiley & Sons, Ltd.     

Who gets the benefit of the doubt? The impact of causal reasoning depth on how violations of gender stereotypes are evaluated

A large body of research demonstrates that women encounter severe penalties for violating gender stereotypes. In this paper, we explore the conditions under which the reverse is true—when being subject to a stereotype can actually benefit a woman compared to a man who is not subject to the same stereotype. In particular, we suggest that in situations of causal ambiguity—uncertainty about the reasons that a behavior occurred—differences in how men and women are evaluated will be moderated by the extent to which observers engage in a low or a high level of deliberative causal reasoning. In 3 experimental studies, participants were asked to make judgments about an employee who violated a female gender stereotype by failing to provide help to a coworker when asked to do so, but the reasons for this behavior were unclear. When participants were prompted to engage in deliberative causal reasoning, women were evaluated more positively than men, but not in the absence of such a prompt. Moreover, when participants did engage in deliberative causal reasoning, the more positive evaluations of women compared to men were driven by participants' beliefs that women's behavior was due more to situational constraints than the same behavior by men.     

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales‐directed employee behavior

The relationships among manager's emotional intelligence, store cohesiveness, sales‐directed employee behavior, and objective store performance were investigated. Non‐managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the sales‐directed behavior of their employees. Objective sales data were collected one month later for each store. No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four‐variable, three‐path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales‐directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or socio‐psychological capital for non‐managerial store employees. Implications for future research and more effective management of retail firms are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

Multiple categorization in resume screening: Examining effects on hiring discrimination against Arab applicants in field and lab settings

Debate exists as to what the more appropriate prediction is regarding the effects of multiple stigmatized group memberships on employment discrimination. The ethnic prominence (EP), multiple minority status (MMS), and subordinate male target hypotheses were assessed for the combined effects of ethnic group membership (Arabic), sex, social status, and job type on hiring evaluations. Two correspondence tests in the field (Study 1) and two experimental studies in the lab (Study 2) and in the field (Study 3) were conducted. Studies 1 and 2 showed evidence for the EP hypothesis when low‐status jobs were tested. The odds for rejection were four times higher for Arab than for Dutch applicants. Applicants' sex, socio‐economic status, and external client contact did not moderate findings (Study 1). The effect of applicants' ethnic group membership was further moderated by raters' motivation to control prejudice (Study 2). Study 3 showed evidence for the MMS hypothesis. We found double jeopardy against Arab women who applied for high‐status jobs when recruiters' prejudice was controlled. Study findings show that discrimination in resume screening may depend upon the particular intersection of applicant, job, and recruiter characteristics. We discussed implications for anonymous resume screening and research on evaluation of applicants possessing multiple stigmatizing characteristics. Copyright © 2011 John Wiley & Sons, Ltd.     

Personality and teamwork behavior in context: The cross‐level moderating role of collective efficacy

This research examines whether the relationship between an individual's personality and their behavior within a team is contingent on the team's overall perception of its capability. Individuals were peer‐rated on the extent to which they displayed interpersonal and performance management teamwork behaviors over the course of an 8 week business simulation. The personality trait of agreeableness predicted interpersonal teamwork behavior, while the personality traits of conscientiousness and core self‐evaluation (CSE) predicted performance management behavior. Multilevel analysis showed that collective efficacy influenced the extent to which an individual engaged in both types of behavior, and was also a cross‐level moderator of the relationship between agreeableness and interpersonal behavior and the relationship between CSE and performance management behavior. At the team level, interpersonal behavior mediated between collective efficacy and team performance. The study's results show that in team settings the personality and individual behavior relationship may depend on group level confidence perceptions. Copyright © 2010 John Wiley & Sons, Ltd.     

Effects of coworker information on perceptions and ratings of performance

This study examined the effects of performance information from the ratee's coworker both on rater's perceptions of the information and ratings of the ratee's performance. As part of a managerial role‐play exercise, subjects were required to rate an employee's performance. Audiotaped interactions of the ratee and customers were manipulated to reflect either good or poor performance. In addition, the ratee's coworker provided performance information which varied on (a) who was the initiator of the report and (b) the favorability of the information. Results revealed that while performance information from the ratee's coworker did not significantly affect ratings of performance when it was consistent with the rater's direct observations, ratings were affected when the information from a coworker was inconsistent with the rater's direct observations even though the information from a coworker was perceived as less accurate and of less use. Copyright © 1999 John Wiley & Sons, Ltd.     

The mentor advantage: Perceived career/job experiences of proteges versus non-proteges

Do proteges report having more positive job/career experiences than non-proteges? Do male proteges report having more favorable job/career experiences than female proteges? Do high-level proteges report having more favourable work experiences than low-level proteges? To answer these questions, mentored and non-mentored men and women in high- and low-level positions were asked to evaluate, on a survey questionnaire, their level of satisfaction, career mobility/opportunity, recognition, security and promotion rate. The extent to which these career/job experiences varied as a function of their mentored status, sex and organizational level was examined. The results of the study revealed that mentored individuals reported having more satisfaction, career mobility/opportunity, recognition and a higher promotion rate than non-mentored individuals. However, proteges' perceptions of their job/career situations were not affected by their sex or level. Whether systematic differences exist in the experience of being mentored has yet to be examined.     

The impact of non‐performance information on ratings of job performance: A policy‐capturing approach

Researchers have suggested that rater motives and the organizational context should be considered as sources of performance appraisal inaccuracies. A review of the performance appraisal literature revealed three primary non‐performance factors that managers consider when rating employee performance: (a) Potential negative consequences of ratings, (b) organizational norms, and (c) the opportunity to advance self‐interests. Using a policy‐capturing methodology, the current study investigated if these three non‐performance factors, as well as individual rater differences (e.g., conscientiousness, agreeableness, and performance appraisal experience), influence performance ratings. A sample of 303 experienced managers rated the performance of a fictitious employee, featured in a series of hypothetical scenarios, in which the above information was manipulated. Using hierarchical linear modeling, the results revealed that each of the three non‐performance related considerations accounted for variance incremental to objective employee performance. Managers' performance appraisal experience also predicted ratings, such that more experience was associated with lower ratings. These results provide support for the view that non‐performance factors can be a substantive component of performance ratings. Copyright © 2009 John Wiley & Sons, Ltd.     

When are overqualified employees creative? It depends on contextual factors

The research on perceived overqualification has mainly examined its negative consequences. Defined, employees who feel overqualified have surplus talent and thus can be excellent workers if managed properly; yet, empirical evidence in this domain is lacking. Building on person–environment fit theory, this research explored whether, when, and how employees who feel overqualified can engage in creative performance. The results of a multi‐source field study (N = 113 employees and 19 supervisors) supported theoretical predictions. Perceived overqualification was related positively to supervisor‐rated creative performance when these workers felt supported and appreciated and successfully negotiated developmental idiosyncratic deals. Opportunities to mentor others had an impact on the relationship between perceived overqualification and supervisor‐rated creativity, although the simple slopes were non‐significant. This study is novel in that it unpacked actionable steps that organizations can utilize to motivate this large segment of workforce to use their surplus qualifications constructively by, for example, engaging in creative performance. Copyright © 2015 John Wiley & Sons, Ltd.     

How negative social interactions at work seep into the home: A prosocial and an antisocial pathway

We combined Bakker and Demerouti's spillover–crossover model with Taylor's biobehavioral perspective, tested the comprehensive model, and pursued a set of gender‐related research questions. Negative work interactions were expected to entail two strain responses, high‐ and low‐arousal negative affect. Both should be related to cortisol secretion but transmitted via different social pathways, a positive and a negative one. During a 7‐day ambulatory assessment with 56 couples, we assessed daily variations in the severity of negative social interactions at work and at home along with participants' affect and cortisol levels. Using multilevel structural equation modeling, we found evidence for the three hypothesized processes: strain at work as a consequence of social stress, spillover of strain into the home, and crossover to the partner. On socially more stressful days, participants showed increased high‐ and low‐arousal negative affect at work. Low‐arousal negative affect spilled over into the home. Only for men, high‐arousal negative affect spilled over, and only women showed a tendency for slowed decline of cortisol levels on more socially stressful days (i.e., slower recovery). Surprisingly, high‐arousal negative affect at work tended to be negatively related to partners' high‐arousal negative affect. Commonalities predominated differences between men and women. Copyright © 2016 John Wiley & Sons, Ltd.