The existence of gender‐specific promotion standards in the U.S.

Gjerde, Kathy A. Paulson

doi:10.1002/mde.1097

Cited by 16 publications

(6 citation statements)

References 48 publications

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“…A recent analysis of promotions using data from a cross section of establishments found lower rates of promotion for women than for men with similar observed characteristics and the same job-specific performance ratings (Blau and DeVaro 2007). Other studies have found similar results using different data (Cabral, Ferber, and Green, 1981;Olson and Becker, 1983;Cannings 1988;Spurr 1990;McCue 1996;Jones and Makepeace, 1996;Cobb-Clark 2001;Gjerde 2002;Ransom and Oaxaca 2005;Acosta 2006). In contrast, studies such as Stewart and Gudykunst (1982), Gerhart and Milkovich (1989), and Hersch and Viscusi (1996) have found the reverse result.…”

Section: Background and Previous Literaturesupporting

confidence: 59%

Job Characteristics and Labor Market Discrimination in Promotions: New Theory and Empirical Evidence

2012

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Abstract[Excerpt] We present new theory and the first empirical test of promotion discrimination models based on job assignment signaling. In our theory, promotions serve as signals of worker ability, and job hierarchies differ in the degree to which tasks vary across hierarchical levels. When tasks differ substantially across levels, the opportunity cost (in terms of foregone output) of not promoting qualified workers from a disadvantaged group (e.g. racial minorities or females) is large, so employers are less likely to (inefficiently) retain such workers in lower-level jobs. Thus, given performance in the pre-promotion job, the extent to which disadvantaged workers have lower promotion probabilities than advantaged workers should decrease when tasks vary more across hierarchical levels. Also, the difference between the favored and disfavored groups in the wage increase attached to promotion should diminish when tasks vary more across hierarchical levels. We test these implications empirically for the case of racial discrimination in promotions, using personnel data from a large U.S. firm and also data from the National Compensation Survey. We find strong empirical support for the theoretical model's predictions concerning promotion probabilities, whereas empirical support is mixed for the model's predictions concerning the wage growth attached to promotions. JOB CHARACTERISTICS AND LABOR MARKET DISCRIMINATION IN PROMOTIONS: NEW THEORY AND EMPIRICAL EVIDENCE AbstractWe present new theory and the first empirical test of promotion discrimination models based on job assignment signaling. In our theory, promotions serve as signals of worker ability, and job hierarchies differ in the degree to which tasks vary across hierarchical levels. When tasks differ substantially across levels, the opportunity cost (in terms of foregone output) of not promoting qualified workers from a disadvantaged group (e.g. racial minorities or females) is large, so employers are less likely to (inefficiently) retain such workers in lower-level jobs. Thus, given performance in the pre-promotion job, the extent to which disadvantaged workers have lower promotion probabilities than advantaged workers should decrease when tasks vary more across hierarchical levels. Also, the difference between the favored and disfavored groups in the wage increase attached to promotion should diminish when tasks vary more across hierarchical levels. We test these implications empirically for the case of racial discrimination in promotions, using personnel data from a large U.S. firm and also data from the National Compensation Survey. We find strong empirical support for the theoretical model's predictions concerning promotion probabilities, whereas empirical support is mixed for the model's predictions concerning the wage growth attached to promotions.2

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Section: Background and Previous Literaturesupporting

confidence: 59%

Job Characteristics and Labor Market Discrimination in Promotions: New Theory and Empirical Evidence

2012

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“…The glass ceiling problem was originally observed within corporations (Mattis, 2004;and, for a review, Jackson and O'Callaghan, 2009). At a later stage, Olson and Becker (1983), Maume (1999), James (2000), and Gjerde (2002) identified the existence of a glass ceiling in different aspects of the labor market as well as of the social and political life. Arulampalam et al (2007) examine the glass ceiling effect in terms of wage employment by estimating the gender gap along the wage distribution in a selection of EU countries.…”

Section: B) Glass Ceiling In the Worldmentioning

confidence: 99%

A Tale of Parallel Processes of Gender (In-)Equality: How Big is the Glass Ceilings for MENA Women?

Doruk

2022

SSRN Journal

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“…Studies suggest that acting on this virtual social identity, in turn, can create a self-confirming stereotype (Brickson, 2000;Snyder, 1992). For example, despite studies showing that women sometimes meet higher standards for promotion (Gjerde, 2002), male managers continue to describe female managers as "less confident, less analytical, less emotionally stable, less consistent, and possessing poorer leadership abilities than male managers" (Oakley, 2000, p. 326). When women managers are subjected to differential treatment based on this virtual social identity, it can become a persistent, self-fulfilling stereotype.…”

Section: The Ongoing Importance Of Diversity Managementmentioning

confidence: 99%

The Dynamics of Vertical and Horizontal Diversity in Organization and Society

Awbrey

2007

Human Resource Development Review

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Diversity focuses on human characteristics that make people either different from or the same as each other. This article introduces the concepts of vertical and horizontal diversity. Vertical diversity evaluates difference as superior or inferior. Horizontal diversity treats difference as variation. Organizational paradigms of assimilation and separation are based on vertical diversity and treat diversity as a problem to be solved. Assimilation solves it by submergence of difference and separation by isolating difference. Often organizations in the United States take a benevolent assimilation approach to diversity. However, research shows that assimilation does not engage diversity in ways that promote learning, creativity, and organizational effectiveness. This article argues for a relational re-conceptualization of diversity as horizontal. The discussion integrates diversity paradigms with diversity perspectives, levels of self-representation, and uncertainty and certainty orientations to create an explanatory framework for the dynamics of diversity.

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The existence of gender‐specific promotion standards in the U.S.

Cited by 16 publications

References 48 publications

Job Characteristics and Labor Market Discrimination in Promotions: New Theory and Empirical Evidence

Job Characteristics and Labor Market Discrimination in Promotions: New Theory and Empirical Evidence

A Tale of Parallel Processes of Gender (In-)Equality: How Big is the Glass Ceilings for MENA Women?

The Dynamics of Vertical and Horizontal Diversity in Organization and Society

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