When Can Women Close the Gap? A Meta-Analytic Test of Sex Differences in Performance and Rewards

Joshi, Aparna; Son, Jooyeon; Roh, Hyuntak

doi:10.5465/amj.2013.0721

Cited by 279 publications

(284 citation statements)

References 215 publications

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“…When supervisors face structured, relatively public decisions guided by clear criteria and concrete information, as in formal performance evaluations, these factors tend to override the influence of stereotypes (Landy, ). This accounts for empirical evidence indicating that performance evaluations in the 21st century may not be subject to much bias against women (e.g., Joshi et al., ; Roth et al., ), but gender bias is more likely to color subtle judgments that bosses make about the future. Stereotypical information is more influential in biasing decisions when evaluation criteria are ambiguous, when evaluation processes are unstructured (Heilman, ; Heilman, Block, & Stathatos, ) and when the decision maker is powerful relative to the target (Fiske, ; Goodwin, Gubin, Fiske, & Yzerbyt, ).…”

Section: Gender Stereotypes and Bias In Organizationsmentioning

confidence: 71%

“…One possible answer might be that women's performance is not evaluated as positively as men's. Yet, meta‐analyses show that this is not universally the case (Bowen, Swim, & Jacobs, ; Eagly, Karau, & Makhijani, ; Joshi, Son, & Roh, ; Roth, Purvis, & Bobko, ). There is a catch, however: these studies also demonstrate that the same performance evaluations may be differentially predictive of advancement for men and women.…”

mentioning

confidence: 99%

“…() found that although women's job performance evaluations were higher than men's, men were rated higher on promotion potential, and Joshi et al. () determined that despite a lack of significant differences in men and women's performance evaluations, substantial gaps persisted in promotions and other rewards. Lyness and Heilman () confirmed that women appear to be required to perform at a higher standard than men to be promoted, suggesting that bias stemming from gender stereotypes may still play a role in hindering women's promotions.…”

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confidence: 99%

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Dropped on the way to the top: Gender and managerial derailment

Bono

Braddy

Liu

et al. 2016

Personnel Psychology

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We attempt to make sense of ongoing gender disparities in the upper ranks of organizations by examining gender bias in leaders’ assessments of managers’ derailment potential. In a large managerial sample (Study 1: N ∼ 12,500), we found that ineffective interpersonal behaviors were slightly less frequent among female managers but slightly more damaging to women than men when present. Evidence of bias was not found in performance evaluations but emerged when leaders were asked about derailment potential in the future. We replicated this pattern of effects in a second large managerial sample (Study 2: N ∼ 35,500) and in two experimental studies (Studies 3 and 4) in which gender and interpersonal behaviors were manipulated. In Study 4, we also showed that when supervisors believe that a manager might derail in the future, they tend to withdraw mentoring support and sponsorship, which are especially critical for women's career advancement. Our research highlights the importance of leaders’ perceptions of derailment potential—which differ from evaluations of performance or promotability—both because they appear to be subject to stereotype‐based gender bias and because they have important implications for the mentoring and sponsorship that male and female managers receive.

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Section: Gender Stereotypes and Bias In Organizationsmentioning

confidence: 71%

mentioning

confidence: 99%

mentioning

confidence: 99%

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Dropped on the way to the top: Gender and managerial derailment

Bono

Braddy

Liu

et al. 2016

Personnel Psychology

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“…Scholarly and practitioner interest in human resource and organizational initiatives to enhance women's career equality has exploded in recent decades (c.f., Joshi, Son, & Roh, ; McKinsey and Company and Lean In, ). The reasons for this growing attention are complex and varied across organizations, industries, and nations, often including societal justice, equal employment opportunity, and economic objectives.…”

Section: Introduction To the Hrm Special Issue On Women's Career Equamentioning

confidence: 99%

Women's career equality and leadership in organizations: Creating an evidence‐based positive change

Kossek

Buzzanell

2018

Human Resource Management

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Research on women's career equality and leadership is growing in importance for advancing social justice, equal employment opportunity, and global and national economic goals. Despite the increased attention being paid to gender equality for decades, progression has slowed or stalled around the globe, in many countries, such as United States. The goal of this special issue is to address the persistent research‐to‐practice gap in developing and implementing practical solutions for a positive change to advance women's career equality. In this introduction, we provide a brief overview of the approaches used to study women's careers and discuss how research and practices that are more inclusive of women's needs, values, and career experiences should be broadened to include more expansive and less‐gendered notions of careers. Then, we introduce the articles in the special issue that inform current directions in (a) career and leadership theory, research, and methodologies for gender equality and (b) the application of scholarship to organizations. We conclude with a summary of some lessons for future research and practice on closing the women's career‐equality gap.

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“… While there is evidence for a gender bias in promotions (e.g., Joshi, Son and Roh ), racial prejudice differs from the stereotyping of ‘appropriate’ jobs for men and women – views which are themselves changing. Further, while people with ‘foreign‐sounding’ names are relatively less likely to be invited for a job interview there seems to be no additional gender bias (Zschirnt and Ruedin ). …”

mentioning

confidence: 99%

The diversification of inequality

Brynin

Longhi

Zwysen

2017

British Journal of Sociology

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We examine intersectionality on the basis of increasingly complex interactions between gender and ethnic groups, which we argue derive from the growing diversity of these groups. While we critique the concept of superdiversity, we suggest that increased diversity leads to a 'diversification of inequality'. This is characterised by an increasing incidence of inequality through the growth in migration and of the size and variety of ethnic minorities, and by a weakening of specific inequalities. We demonstrate this using the Labour Force Survey and conclude that there is a clear diversification of inequality but also that ethnicity is a more potent source of inequality than gender. Diversity also increases the reach of inequality through producing and increasing the number of intersections.

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When Can Women Close the Gap? A Meta-Analytic Test of Sex Differences in Performance and Rewards

Cited by 279 publications

References 215 publications

Dropped on the way to the top: Gender and managerial derailment

Dropped on the way to the top: Gender and managerial derailment

Women's career equality and leadership in organizations: Creating an evidence‐based positive change

The diversification of inequality

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