The hypothesis was tested that the standard deviation of employee output as a percentage of mean output (SD,,) increases as a function of the complexity level of the job. The data examined were adjusted for the inflationary effects of measurement error and the deflationary effects of range restriction on observed SD y figures, refinements absent from previous studies. Results indicate that SD T increases as the information-processing demands (complexity) of the job increase; the observed progression was approximately 19%, 32%, and 48%, from low to medium to high complexity nonsales jobs, respectively. SD P values for sales jobs are considerably larger. These findings have impor

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Work–life balance has important implications for both personal well‐being and work‐related outcomes. This study investigated gender differences in multisource ratings of work–life balance, based on self‐reports and supervisors' appraisals of 40,921 managers in 36 countries. Based on a combination of theoretical ideas from social role theory (Eagly & Wood, 2012), prior work–life literature, and gender egalitarianism as a cultural dimension related to societal gender roles, the study tested gender egalitarianism as a moderator of cross‐national variations in these gender differences. Based on multilevel (HLM) analyses, results showed more cross‐national variation by ratee gender in supervisors' appraisals than self‐reports, suggesting that supervisors' perceptions reflected greater influence of societal gender stereotypes. Supervisors rated women lower in work–life balance than men in low egalitarian countries, but similar to men in high egalitarian countries, and only appraisals of women varied depending on egalitarian context. Country gender egalitarian values explained the majority of variation in supervisors' appraisals of women's work–life balance, whereas women's self‐reported balance was linked to objective gender inequalities. Taken together, the findings show that supervisors' perceptions of employees' work–life balance differed by ratee gender and country context, with important implications for work–life theory and practical implications for global employers.

The present study was the first cross-national examination of whether managers who were perceived to be high in work-life balance were expected to be more or less likely to advance in their careers than were less balanced, more work-focused managers. Using self ratings, peer ratings, and supervisor ratings of 9,627 managers in 33 countries, the authors examined within-source and multisource relationships with multilevel analyses. The authors generally found that managers who were rated higher in work-life balance were rated higher in career advancement potential than were managers who were rated lower in work-life balance. However, national gender egalitarianism, measured with Project GLOBE scores, moderated relationships based on supervisor and self ratings, with stronger positive relationships in low egalitarian cultures. The authors also found 3-way interactions of work-life balance ratings, ratee gender, and gender egalitarianism in multisource analyses in which self balance ratings predicted supervisor and peer ratings of advancement potential. Work-life balance ratings were positively related to advancement potential ratings for women in high egalitarian cultures and men in low gender egalitarian cultures, but relationships were nonsignificant for men in high egalitarian cultures and women in low egalitarian cultures.

This study examined the relationships of gender, promotions, and leaves of absence to voluntary turnover for 26,359 managers in a financial services organization. Using Cox regression analyses and controlling for human capital, the authors found that, contrary to their prediction, female managers' voluntary turnover rates were slightly lower than those of their male counterparts. Managers who had been promoted were less likely to resign than nonpromoted managers only if the promotion had occurred within the past 11 months, and promoted women were less likely to resign than promoted men. The authors also found that managers who had taken family leaves had higher voluntary turnover rates than managers who had not taken leaves, and among family leave takers, managers with graduate degrees were less likely to resign than managers with less education.