Gender diversity advantage at middle management: Implications for high performance work system improvement and organizational performance

Joo, Min-Kyu; Lee, Jeong‐Yeon; Kong, Dejun Tony; Jolly, Phillip M.

doi:10.1002/hrm.22159

Cited by 13 publications

(7 citation statements)

References 155 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Human resource management has long been interested in increasing women's managerial representation to address gender equity issues and enhance business performance (Ali et al, 2014; Galbreath, 2018; Joo et al, 2023; Kirsch, 2018; Wu et al, 2022). Our study speaks to a growing awareness of how workplace diversity shapes subsequent managerial appointments (Biswas et al, 2023; Gould et al, 2018a; Kulik et al, 2016).…”

Section: Discussionmentioning

confidence: 99%

Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects

Stainback,

Roberts,

Biswas

2024

Human Resource Management

View full text Add to dashboard Cite

The trickle‐down effect has been proposed as one means to address women's continued underrepresentation in leadership positions globally. While earlier research supported the trickle‐down effect's prediction that increasing women's representation at higher managerial levels will positively impact women's careers at lower managerial levels, recent studies provide inconsistent evidence, leading to claims that it may be spurious. Due to data limitation, most prior trickle‐down research has explored just two managerial levels—board and executives—making it difficult to separate a trickle‐down effect from external pressures (e.g., shareholders, law) or internal factors (e.g., organizational culture) that may cause it. Furthermore, prior research does not adequately account for women's representation in managerial pipelines, a crucial source of potential managerial talent. To address these concerns, we analyze Australian workplace panel data (2014–2020) that allow for a more robust test of the trickle‐down effect than previously examined. Our results support the trickle‐down effect across multiple managerial levels below the board level, independent of managerial pipeline effects. The trickle‐down and pipeline effects were only observed for positions immediately above and below each managerial level. This highlights the proximity of positions within management hierarchies where the in‐group preference and women's direct advocacy for other women are most likely to occur. Our study suggests that simply appointing more women to top positions, such as boards, while beneficial, is not enough to address gender inequality in management meaningfully. We recommend that rather than focusing on gender representation at the top, organizations should set gender diversity goals and monitor progress at all managerial levels. We conclude with implications for theory, practice, and future research.

show abstract

Section: Discussionmentioning

confidence: 99%

Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects

Stainback,

Roberts,

Biswas

2024

Human Resource Management

View full text Add to dashboard Cite

show abstract

“…The structural equation model includes two basic models: the measurement model and the structural model. The measurement model is a linear function of the observed variables, and the structural model is the relationship between the latent variable A of psychological capital as an exogenous factor and the latent variable B of Corporate Performance as an outcome (Joo et al, 2022). Based on the common formula in structural equation modeling, the regression equation in the measurement model is expressed as:…”

Section: Modeling Of Structural Equation Assumptionsmentioning

confidence: 99%

Research on the Application of Manager's Psychological Capital in Enterprise Performance

Ruoxi,

Chutipattana,

Dongsheng

2024

Intl. J. Rel.

View full text Add to dashboard Cite

In the contemporary era, as competition among businesses intensifies, innovation and development in enterprise performance management are becoming increasingly crucial. Continuously enhancing employees' professional knowledge and skills not only improves their work capabilities but also boosts organizational performance, aiding companies in achieving sustainable development. Psychological capital, the latest theory in contemporary management science, transcends human and social capital, possessing characteristics of originality and forward-thinking. Managers, in their daily work, directly influence the attitudes and behaviors of their team members through formal or informal guidance and supervision. Creating a psychologically conducive environment, characterized by happiness, fulfillment, and belongingness, can positively and significantly impact managerial behavior, thus maximizing organizational effectiveness and managerial performance. Historically, businesses have prioritized employee performance management in human resources management processes, often neglecting the psychological needs of managers, thereby hindering the effective implementation of many incentive measures. Therefore, this study explores three dimensions of psychological capital and organizational performance, constructing a relevant structural equation model. By employing theoretical and empirical analysis methods, it validates the positive influence of psychological capital on organizational performance, providing insights into the impact of managerial psychological capital on organizational performance and actively contributing to the realization of corporate strategic objectives.

show abstract

“…Previous studies have utilized outcomes such as employee engagement [45], job performance [5][6][7][8][9], organizational citizenship behavior [46,47], and job satisfaction [37,48] at the individual level as dependent variables for HPWSs. The majority of the previous research on individual-level HPWS perception has demonstrated a positive relationship between HPWS perception and organizational performance [5,8,49].…”

Section: The Relationship Between the Perception Of A High-performanc...mentioning

confidence: 99%

“…To effectively manage employees, both academia and industry have long focused on highperformance work systems, which refer to a specific set of HR strategies, work structures, and processes that maximize employee knowledge, skill, dedication, and adaptability [5], as innovative human resource management systems. Numerous previous studies have shown the positive effects of high-performance work systems on organizational performance [5][6][7][8][9].…”

Section: Introductionmentioning

confidence: 99%

The Relationship between Perceptions of High-Performance Work Systems and Corporate Social Responsibility (CSR) Considering the Moderating Effect of a Positive Diversity Climate

Abuzaid,

Al-Faouri,

Alateeq

et al. 2024

Sustainability

View full text Add to dashboard Cite

Companies have shown interest in advanced human resource management as a means to secure distinctive competitive advantages for organizational survival and growth through sustainable management systems. Hence, in the current context, where sustainability in business is a growing concern, the objective of this study was to investigate the relationship between high-performance work systems and a company’s social performance, taking into account the organizational climate as a situational variable. Specifically, this study aimed to analyze the impact of perceptions of a high-performance work system on the perception of a company’s social responsibility (CSR) among employees of Jordanian companies with an organizational size of 300 or more. This study used 175 valid questionnaires, and SPSS and AMOS 24 were used to test the hypotheses. The results showed that there was a positive relationship between the perception of a high-performance work system and the perception of a company’s CSR. Furthermore, this study found that a positive diversity climate could enhance the positive relationship between the two. These findings suggest that high-performance work systems can contribute to the development of sustainable human resource management systems and that a positive diversity climate is essential in shaping these systems. Based on these results, it is recommended that companies implement HPWSs and encourage workforce diversity to maximize the value of CSR activities and ensure their sustainability.

show abstract

Gender diversity advantage at middle management: Implications for high performance work system improvement and organizational performance

Cited by 13 publications

References 155 publications

Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects

Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects

Research on the Application of Manager's Psychological Capital in Enterprise Performance

The Relationship between Perceptions of High-Performance Work Systems and Corporate Social Responsibility (CSR) Considering the Moderating Effect of a Positive Diversity Climate

Contact Info

Product

Resources

About