Gender Discrimination and Job-Related Outcomes: A Cross-Cultural Comparison of Working Women in the United States and China

Shaffer, Margaret A.; Joplin, Janice R. W.; Bell, Myrtle P.; Lau, Theresa; Oğuz, Ceyda

doi:10.1006/jvbe.1999.1748

Cited by 139 publications

(105 citation statements)

References 48 publications

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“…Other mental health problems, like emotional exhaustion and insomnia, were reported by Dutch police women (de Haas et al 2009 ). Studies of Chinese Mainland and Hong Kong Chinese women reported that experiencing sexual harassment is associated with dissatisfaction with one's job and intention to turnover (Chan et al 1999 ;Shaffer et al 2000 ).…”

Section: Implications For Working Women's Wellbeingmentioning

confidence: 98%

Sexual Harassment: Undermining the Wellbeing of Working Women

Holland

Cortina

2016

Handbook on Well-Being of Working Women

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Section: Implications For Working Women's Wellbeingmentioning

confidence: 98%

Sexual Harassment: Undermining the Wellbeing of Working Women

Holland

Cortina

2016

Handbook on Well-Being of Working Women

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“…Because countries also vary widely in regards to socio-economic factors, such as the demographic composition of the available workforce, employment rates, and economic situation (Dollar, Kraay, & Bank, 2001), we would expect on Running head: MANAGING DIVERSITY IN ORGANIZATIONS 30 the basis of social psychological research showing that people become more ethnocentric and discriminatory when social groups compete for scarce resources (Riek, Mania, & Gaertner, 2006), that a less favorable socioeconomic situation will make it less likely that organizations implement diversity management policies, procedures, and practices. There is some indirect empirical evidence for these ideas (Shaffer, Joplin, Bell, Lau, & Oguz, 2000); for instance, women report lower levels of harassment at work and more attachment to their organization in countries that have more progressive anti-discrimination and equal opportunity legislation and with a more favorable socio-economic situation. Likewise, research found wide variations in regards to societal culture (House, Hanges, Javidan, Dorfman, & Gupta, 2004) which has been linked to organizational policies, procedures, and practices (Brodbeck et al, 2004).…”

Section: Climate For Inclusionmentioning

confidence: 99%

Managing diversity in organizations: An integrative model and agenda for future research

Guillaume

Dawson

Priola

et al. 2013

European Journal of Work and Organizational Psychology

135

159

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The literature on policies, procedures, and practices of diversity management in organizations is currently fragmented and often contradictory in highlighting what is effective diversity management, and which organizational and societal factors facilitate or hinder its implementation. In order to provide a comprehensive and cohesive view of diversity management in organizations we develop a multilevel model informed by the social identity approach that explains, on the basis of a work motivation logic, the processes by, and the conditions under which employee dissimilarity within diverse work groups is related to innovation, effectiveness, and well-being. Building on this new model, we then identify those work group factors (e.g., climate for inclusion and supervisory leadership), organizational factors (e.g., diversity management policies and procedures, and top management's diversity beliefs) and societal factors (e.g., legislation, socio-economic situation, and culture) that are likely to contribute to the effective management of diversity in organizations. In our discussion of the theoretical implications of the proposed model we offer a set of propositions to serve as a guide for future research. We conclude with a discussion of possible limitations of the model and practical implications for managing diversity in organizations.

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“…First, Chinese female scientists face an imbalanced work environment, which probably results in less encouragement to realize career potential. A comparative study found that Chinese females have less job satisfaction than U.S. females [32]. Another study also pointed out that Chinese females are in a work environment of high effort and low reward [33].…”

Section: Gender and Academic Engagementmentioning

confidence: 99%

Individual Differences, Self-Efficacy, and Chinese Scientists’ Industry Engagement

Zhao

Cai

2017

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Abstract:Research indicates that non-commercial and informal university-industry interactions, which are defined as academic engagement, account for a larger part and play a more important role than commercialization in academic knowledge transfer in China. This paper aims to explore the effect of Chinese scientists' individual differences on academic engagement via social cognitive theory. This study attempts to provide an interpretation of how individual differences affect Chinese academics' industrial engagement through self-efficacy. Based on data collection from Chinese universities, these analysis results show that gender, academic rank, industry connections, and previous industrial experience are significantly associated with Chinese scientists' industry engagement. Furthermore, a scientist's self-efficacy in industry collaborations is also influenced by these four individual factors. The mediating effects of self-efficacy on the relationship between individual differences and academic engagement are confirmed by empirical analysis results. Implications, limitations, and future research directions are discussed at the end of this paper.

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Gender Discrimination and Job-Related Outcomes: A Cross-Cultural Comparison of Working Women in the United States and China

Cited by 139 publications

References 48 publications

Sexual Harassment: Undermining the Wellbeing of Working Women

Sexual Harassment: Undermining the Wellbeing of Working Women

Managing diversity in organizations: An integrative model and agenda for future research

Individual Differences, Self-Efficacy, and Chinese Scientists’ Industry Engagement

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