Something to Celebrate (or not): The Differing Impact of Promotion to Manager on the Job Satisfaction of Women and Men

Lup, Daniela

doi:10.1177/0950017017713932

“…First, our results suggest that promotions in themselves have mixed effects on earnings; but they are especially crucial for young women. This result does not emerge in other studies listed above (Gesthuizen 2009;Lup 2018), possibly pointing to Russia as a unique case. Second, in a further split from other authors, we find that firm exits rarely have a significant effect on earnings (Keith andMcWilliams 1999, 1997;Fuller 2008;Cha 2014).…”

Section: Resultscontrasting

confidence: 78%

Gender Differences in Russia’s Job Mobility and Its Rewards

Privalko¹

2020

Preprint

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This article considers age and gender differences in the probability and consequences of job mobility; specifically firm exits and promotions in Russia. Russia's labour market should have high rates of job mobility, but we will show using IMF figures that the rate between 2011 and 2015 is on par with the 1980's. Beyond this, little is known about who is mobile and whether mobility has any impact on wages once the characteristics of movers are controlled for. In other words, we will ask whether job mobility is a sorting mechanism, or whether it has premiums in pay in and of itself. Results show a gender difference in the likelihood of firm exit but not in the likelihood of promotion. When several personal and job characteristics are held constant, young men and women have similar odds of promotion. However, promotions have a positive effect only on the wages of young women; young men's wages are not affected. On the topic of firm exits, when several personal and job characteristics are held constant, exit is more common among young men when compared to young women; this is also true of middle aged men and women. Further, young men see a significant decrease in wages following an exit, while young women are not affected by exit. These results are flipped for middle aged workers; middle aged men see no change in wages following an exit, but middle aged women see significant declines in wages following an exit. Using these results, the article shows that the early stages of a respondent's career are marked by periods of high mobility, which is similar to the experience of young workers in other countries. After this period, mobility becomes increasingly unlikely. Part of this result could stem from the premiums tied to promotion. Results help to understand processes of inequality in wages and conditions that occur due to sorting, and the importance of promotions (internal job changes with the same employer) as 'life chances' which improve earnings in the immediate sense. Gender differences in securing these life chances help to understand wider gender gaps in earnings, which emerge later.

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“…First, our results suggest that promotions in themselves have mixed effects on earnings; but they are especially crucial for young women. This result does not emerge in other studies listed above (Gesthuizen 2009;Lup 2018), possibly pointing to Russia as a unique case. Second, in a further split from other authors, we find that firm exits rarely have a significant effect on earnings (Keith andMcWilliams 1999, 1997;Fuller 2008;Cha 2014).…”

Section: Discussioncontrasting

confidence: 78%

Gender differences in Russia's job mobility and its rewards*

Privalko

¹

2020

Econ of Transit and Inst Chang

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This article considers age and gender differences in the probability and consequences of job mobility; specifically firm exits and promotions in Russia. Russia's labour market should have high rates of job mobility, but we will show using IMF figures that the rate between 2011 and 2015 is on par with the 1980's. Beyond this, little is known about who is mobile and whether mobility has any impact on wages once the characteristics of movers are controlled for. In other words, we will ask whether job mobility is a sorting mechanism, or whether it has premiums in pay in and of itself. Results show a gender difference in the likelihood of firm exit but not in the likelihood of promotion. When several personal and job characteristics are held constant, young men and women have similar odds of promotion. However, promotions have a positive effect only on the wages of young women; young men's wages are not affected. On the topic of firm exits, when several personal and job characteristics are held constant, exit is more common among young men when compared to young women; this is also true of middle aged men and women. Further, young men see a significant decrease in wages following an exit, while young women are not affected by exit. These results are flipped for middle aged workers; middle aged men see no change in wages following an exit, but middle aged women see significant declines in wages following an exit. Using these results, the article shows that the early stages of a respondent's career are marked by periods of high mobility, which is similar to the experience of young workers in other countries. After this period, mobility becomes increasingly unlikely. Part of this result could stem from the premiums tied to promotion. Results help to understand processes of inequality in wages and conditions that occur due to sorting, and the importance of promotions (internal job changes with the same employer) as 'life chances' which improve earnings in the immediate sense. Gender differences in securing these life chances help to understand wider gender gaps in earnings, which emerge later.

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“…Integrating work-family conflict and aspirations, Ross-Smith and Chesterman (2009) identified the difficulty in reconciling family responsibilities with responsibilities inherent in higher levels of leadership as one reason women were ambivalent about promotion. Another reason for women's reluctance for further advancement may be that their job satisfaction falls after managerial promotions, likely because they encounter increased gender-based challenges as they move upwards in the organization (Lup, 2018). Though many studies provide understanding of various barriers to women's leadership, to our awareness there have been limited efforts to compile a comprehensive inventory of challenges faced by women leaders.…”

Section: Understanding Gender Biasmentioning

confidence: 99%

Measuring the invisible: Development and multi‐industry validation of the Gender Bias Scale for Women Leaders

Diehl

¹

,

Stephenson

²

,

Dzubinski

³

et al. 2020

Human Resource Dev Quarterly

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Gender bias is a pervasive problem with significant negative outcomes for women leaders and organizations. Bias manifests in a multiplicity of forms, ranging from subtle to overt. To date, no instrument exists to measure women leaders' perceptions of gender bias. This study presents a comprehensive measure of how women leaders perceive and experience gender bias. Drawing from a national sample of female higher education executives (n = 488), faith‐based organization leaders (n = 298), physicians (n = 293), and attorneys (n = 527), the present research developed and validated the Gender Bias Scale for Women Leaders. Building upon a previously established and expansive cross‐level conceptual framework to develop the initial item pool, results from both exploratory and confirmatory factor analysis supported a factor structure consisting of six higher‐order and 15 lower‐order factors. Our results show that several factors of the Gender Bias Scale correlated with workplace outcomes of turnover intention and satisfaction. Human resource development (HRD) professionals may use the Gender Bias Scale to identify the specific types of bias prevalent for women leaders in their organizations and apply interventions accordingly. Implications for women leaders and HRD professionals and recommendations for future research are discussed.

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Something to Celebrate (or not): The Differing Impact of Promotion to Manager on the Job Satisfaction of Women and Men

Cited by 20 publications

References 61 publications

Gender Differences in Russia’s Job Mobility and Its Rewards

Gender Differences in Russia’s Job Mobility and Its Rewards

Gender differences in Russia's job mobility and its rewards*

Measuring the invisible: Development and multi‐industry validation of the Gender Bias Scale for Women Leaders

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