Gender Differences in Career Paths in Banking

Morgan, Sandra; Schor, Susan M.; Martin, Linda R.

doi:10.1002/j.2161-0045.1993.tb00411.x

Cited by 11 publications

(6 citation statements)

References 11 publications

(4 reference statements)

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“…Because men are more likely than women to be in a position of power (within the organization and within society at large), the discrepancy in status between male supervisors and female employees versus male employees may require women to be more responsive to feedback than men. There is a great deal of evidence that women advance less quickly than men in organizations (Morrison, White, & VanVelsor, 1987), including banking (Morgan, Schor, & Martin, 1993). In one of the previously mentioned studies, supervisors re-ported that women had less of a chance at a promotion than men (Igbaria & Baroudi, 1995).…”

Section: Limitations Of Previous Researchmentioning

confidence: 99%

Sex Differences in Response to Evaluative Feedback: A Field Study

Johnson

Helgeson

2002

Psychology of Women Quarterly

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We investigated sex differences in response to evaluative feedback among bank employees who were going through the annual performance evaluation process. Questionnaires were mailed to employees before and after they had their face-to-face evaluation with their supervisor. Women and men received similar evaluation scores. Men's self-esteem was relatively unaffected by the nature of the feedback, whereas women's self-esteem slightly improved after positive feedback and substantially dropped after negative feedback. After the evaluations, women reported greater intentions to change their behavior based on the evaluation. However, this finding was accounted for by men's higher job status relative to women. The findings for self-esteem were partly explained by women's greater agreement with the feedback compared to men. Future research should explore how the nature of the supervisee-supervisor relationship influences how women and men respond to feedback. Women report that their own self-assessments are more affected by the feedback that they receive concerning their performance than do men. Studies show that women are more likely to experience lowered self-esteem and negative affect and are more willing to change their behavior in response to negative feedback compared to men (Roberts & Nolen-Hoeksema, 1994). However, most of the studies that demonstrate women's greater responsiveness to feedback compared to men come from controlled laboratory settings. In the present paper, we review previous research and examine explanations for sex differences 1 in responsiveness to feedback. Then we address some of the limitations of previous research by proposing our own field study to examine how adult women and men respond to evaluative feedback from supervisors in a real-world setting. Laboratory StudiesA number of laboratory studies conducted by Roberts and Nolen-Hoeksema have compared women's and men's responses to evaluative feedback. In one study, college students were asked to imagine being a manager of an or-The authors express their appreciation to all of the employees at the bank who participated in the research and the Employee Services Department, without whom the research would not have been possible. ganization and giving a presentation (Roberts & NolenHoeksema, 1989; Study 1). The students then were asked to imagine receiving positive or negative feedback after the presentation. The investigators asked students to report how much they thought the feedback would influence their own evaluations of their performance. Women reported greater influence compared to men, especially after negative feedback. Men reported being more influenced by positive than negative feedback, whereas women reported being equally influenced by positive and negative feedback. Students also were asked how informative they expected such feedback to be. Women found negative feedback to be more informative than men did, but both women and men viewed positive feedback as more informative than negative feedback.In a follow-up study, Roberts and ...

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Section: Limitations Of Previous Researchmentioning

confidence: 99%

Sex Differences in Response to Evaluative Feedback: A Field Study

Johnson

Helgeson

2002

Psychology of Women Quarterly

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“…Finally, scholars have performed univariate comparisons by gender rather than multivariate analyses (e.g., Morgan et al, 1993;Still, 1997) and have used samples from one rather than from several financial institutions (Lyness & Judiesch, 1999;Lyness & Thompson, 1997;McIsaac & Bordia, 1997).…”

mentioning

confidence: 99%

“…There are very few empirical studies in banking or in financial services. Many of those that exist focus only on one or two managerial levels (e.g., Blair-Loy, 1999;Lyness & Thompson, 1997;Morgan, Schor, & Martin, 1993). Few have included more than two levels of management (e.g., Kaufmann, Isaksen, & Lauer, 1996).…”

mentioning

confidence: 99%

“…For instance, Bhatnagar and Swamy (1995) examined perceptions of women as managers in banking, and Kovalainen (1990) focused on individual factors such as work role descriptions and attitudes toward subordinates. Finally, scholars have performed univariate comparisons by gender rather than multivariate analyses (e.g., Morgan et al, 1993;Still, 1997) and have used samples from one rather than from several financial institutions (Lyness & Judiesch, 1999;Lyness & Thompson, 1997;McIsaac & Bordia, 1997).…”

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confidence: 99%

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Women’s Career Advancement

Metz¹,

Tharenou²

2001

Group & Organization Management

170

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This study assessed if human capital is more related to women’s advancement to low levels (i. e., supervisory and junior management) and if social capital is more related to their advancement to high levels (i. e., middle and senior management) in Australian banks. The results do not support differential prediction hypotheses. Overall, human capital explained most of women’s advancement at all levels in Australian banks. The contribution of social capital to that explanation was, generally, negligible. The study also included qualitative data. The qualitative results appeared to support the view that social capital is more important to women’s advancement to high managerial levels than to low managerial levels. Of particular concern is that the women reported gender discrimination as the most frequent barrier to their advancement at all managerial levels. Implications for banks and for women’s career management are discussed.

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“…Reskin and Roos (1990) suggest that while job queues change, labour queues remain gendered in favour of men (for concerns related to women's restricted access to jobs considered more 'valuable' in banking, see also e.g. Morgan et al 1993, andQuack 1996). Savage (1992, p. 146) notes that in banking, women keep moving into areas where 'they may be able to exercise high levels of skill and expertise but have little effective organizational discretion'.…”

Section: Organizational Reform In Banking Bureaucraciesmentioning

confidence: 99%

The First Wave Washed up on Shore: Reform, Feminization and Gender Resegregation

Tienari¹

1999

Gender Work & Organization

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The purpose of this paper is to specify the longitudinal relationship between organizational reform and feminization of a managerial position, and thereby elaborate on the nature of gender (re)segregation. Four complementary explanations for increased female representation in middle management in large, established firms are derived from the existing literature. This is done to identify paths for distinguishing the intertwining set of triggers and mechanisms that are mobilized at a given place and time. An in-depth empirical analysis of a long-term reform process in two banking firms is presented: transformative leaps (Kansallis, Finland) and gradual prudence (S-E-Bank, Sweden). Despite differences in the form of the process, the gender outcomes are similar. The bureaucratic hierarchy is seemingly flexible, but gender segregation is inherently rigid, a self-fulfilling process.

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Gender Differences in Career Paths in Banking

Cited by 11 publications

References 11 publications

Sex Differences in Response to Evaluative Feedback: A Field Study

Sex Differences in Response to Evaluative Feedback: A Field Study

Women’s Career Advancement

The First Wave Washed up on Shore: Reform, Feminization and Gender Resegregation

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