Gender differences in supervisors’ multidimensional performance ratings: Large sample evidence

A Meta-Analysis of Gender Proportionality Effects on Job Performance

“…Then, two authors independently coded every study. For each sample, we coded how job performance was measured, the type of organization (civilian or military), the number of organizations that were sampled (single or multiple), whether respondents held managerial jobs or not (i.e., whether respondents had supervisory responsibilities according to O*NET codes; http://www.onetonline.org; Stone et al, 2016), gender stereotypes of the respondents’ occupations (men’s work, women’s work, or neutral/unclear per O*NET codes; Stone et al, 2016), the purpose of performance ratings (administrative, research, or unclear), whether the study was published or unpublished, and the year of each study was published. Next, we recorded information (e.g., means, standard deviations, correlations) needed to calculate male–female differences in job performance.…”

“…A third theoretical perspective suggests that the proportion of females in organizations does not affect the job performance of female employees. For example, Stone, Foster, Webster, Harrison, and Jawahar (2016) found that gender, gender proportionality, and job type failed to predict overall performance. Stone et al’s findings challenged Heilman’s (1983) “lack of fit” model, which predicts that performance ratings decline as employees’ perceptions of job fit decrease.…”

Biobehavioral differences, women and leadership

“…The experience of the past few decades shows that women executives can succeed and make consequential, meaningful contributions to business. Stone et al () found large sample evidence to support the gender similarities hypothesis when it comes to multidimensional performance ratings in the work environment. However, at the same time they are performing well at work, women have faced serious challenges in simultaneously pursuing traditional roles as wives and mothers.…”

“…Organizational psychology has one important focus in gender issues and leadership studies. The majority of research on gender and leadership is based on between‐group studies; that is, comparisons between women and men (cf., Stone, Foster, Webster, Harrison, & Jawahar, ). While legitimate gender differences exist, the same leadership traits may be interpreted differently in a man and a woman because of stereotypes, gender bias, and other individual difference considerations (Nelson & Quick, ).…”

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“…Job security is also associated to worker's age, workers with small age do not put much consideration on job security as they can find jobs easily as compared to the aged people who are no longer mobile and therefor, they consider job security positively (Salladarr'e et al, 2010). Gender is also believed to impact workers' performance but will also vary with the nature of the task at hand (Jimoh, 2008;Stone et al, 2016), other studies found no association of gender with job security while others have found, females are more prone to job security than men due to family matters like handling children, men are more mobile (Hakim, 1996). Job performance also varies with Marital statuses, some studies show that, married people have good job performance as compared to unmarried one and other studies got the opposite of the facts (Khurshid, Qasmi and Ashuraf, 2012;Lekha and Magesh, 2016) and some found no difference of marital statuses on job performance (Salladarr'e et al, 2010;Omori and Bassey, 2019), as well as no association of marital statuses and job security (Salladarr'e et al, 2010).…”