Fears, discrimination and perceived workplace promotion

Abstract

Purpose-Past research about workplace promotion has focussed on factors that shape employees' perceptions for promotion. Yet, we still know little about how such undesirable factors as the fear of success (henceforth FoS) syndrome and perceived workplace discrimination affect perceived promotion and even less so how this relationship is mediated by self-efficacy and intrinsic motivation. The purpose of this paper is to propose a conceptual framework integrating these factors. Design/methodology/approach-A structural equation modelling procedure was employed to empirically test the model using data collected from employees in wide-ranging Israeli industries (n ¼ 553). Findings-The path model indicates that initially, FoS and perceived discrimination negatively affect perceived chances of promotion. When however, self-efficacy and intrinsic motivation mediate this relationship, subjects perceive their promotion chances positively. Practical implications-Self-efficacy and intrinsic motivation may be employed to attenuate the potentially adverse effects of FoS and discrimination effects. Originality/value-FoS and perceived workplace discrimination are common phenomena, yet the authors show that they may be mitigated by heightened self-efficacy and amplified intrinsic motivation that help in sustaining perceived workplace promotion.

The effects of gender diversity in boards of directors on the number of female managers promoted

“…Furthermore, because regulatory agencies require companies to advocate gender diversity in recruiting, hiring and promotion decisions, extending gender diversity at various managerial levels contributes to addressing diversity-related issues and responsibilities (Graham et al, 2017). However, in male-dominated working environments, female managers have trouble challenging the prevailing norms and thoughts of male incumbents, and they are afforded less authority to advance women's distinct interests and values in strategy and decisionmaking (Sheaffer and Levy, 2018;Post et al, 2022). Shared gender identity triggers female board directors to shed light on the value of the distinctive experiences and perspectives that female managers generate and develop.…”

“…, 2017). However, in male-dominated working environments, female managers have trouble challenging the prevailing norms and thoughts of male incumbents, and they are afforded less authority to advance women's distinct interests and values in strategy and decision-making (Sheaffer and Levy, 2018; Post et al. , 2022).…”

“…Increased female representation in senior management positions facilitates the expression and integration of divergent views and different sources of information into the formation of policies and strategies and the investment of resources into implementing those policies and strategies (Jeong and Harrison, 2017). Nevertheless, fostering diversity at all levels of management remains challenging for companies, as gender stereotypes assign and reinforce negative evaluations of women's managerial talents (Lamsa and Savela, 2014; Sheaffer and Levy, 2018). The annual reports of the Korean Affirmative Action Program, which tracks and ranks gender diversity in the upper management of companies with more than 1,000 workers, have highlighted female underrepresentation (Patterson et al.…”

“…Women in top leadership positions are willing to value gender diversity, which extends the career prospects of low-status female managers (Hekman et al., 2017). However, the implicit existence of a quota for gender diversity in top management positions exacerbates female board directors' vulnerability to competitive norms and practices as a result of their token status, which inhibits senior female candidates from career advancement (Sheaffer and Levy, 2018). To foster gender diversity in top leadership, it is essential to support the cooperative interdependence of female–peer relationships in senior management positions.…”

Can Psychological Empowerment Prevent Emotional Disorders in Presence of Fear of COVID-19 in Health Workers? A Cross-Sectional Validation Study

“…However, other types of fear, such as fear of success, have been linked to self-efficacy and intrinsic motivation. Specifically, both of them can be used to mitigate the potentially adverse effects of this type of fear [ 36 ]. In this sense, in a situation of fear of COVID-19, workers are expected to have reduced PE and be incapable of activating the cognitive processes that enable them to perform tasks effectively and competently.…”