The Effects of Multilevel Signals on Sex Discrimination Experiences Among Female Employees

Kim, Kyoung Yong; Longacre, Teri Elkins; Werner, Steve

doi:10.1002/hrm.21813

Cited by 14 publications

(5 citation statements)

References 56 publications

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“…Other gender bias constructs also associate with job turnover. For instance, the literature has shown correlations between hostility and turnover intent (Kim, Longacre, & Werner, 2017). Workplace harassment, whether verbal abuse or sexual harassment, is a type of hostility grounded in repeated behaviors that intimidate, create discomfort, or alarm the victim.…”

Section: Turnover Intentionmentioning

confidence: 99%

Measuring the invisible: Development and multi‐industry validation of the Gender Bias Scale for Women Leaders

Diehl

Stephenson

Dzubinski

et al. 2020

Human Resource Dev Quarterly

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Gender bias is a pervasive problem with significant negative outcomes for women leaders and organizations. Bias manifests in a multiplicity of forms, ranging from subtle to overt. To date, no instrument exists to measure women leaders' perceptions of gender bias. This study presents a comprehensive measure of how women leaders perceive and experience gender bias. Drawing from a national sample of female higher education executives (n = 488), faith‐based organization leaders (n = 298), physicians (n = 293), and attorneys (n = 527), the present research developed and validated the Gender Bias Scale for Women Leaders. Building upon a previously established and expansive cross‐level conceptual framework to develop the initial item pool, results from both exploratory and confirmatory factor analysis supported a factor structure consisting of six higher‐order and 15 lower‐order factors. Our results show that several factors of the Gender Bias Scale correlated with workplace outcomes of turnover intention and satisfaction. Human resource development (HRD) professionals may use the Gender Bias Scale to identify the specific types of bias prevalent for women leaders in their organizations and apply interventions accordingly. Implications for women leaders and HRD professionals and recommendations for future research are discussed.

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Section: Turnover Intentionmentioning

confidence: 99%

Measuring the invisible: Development and multi‐industry validation of the Gender Bias Scale for Women Leaders

Diehl

Stephenson

Dzubinski

et al. 2020

Human Resource Dev Quarterly

View full text Add to dashboard Cite

show abstract

“…Relying on women's accounts of organisational experiences, exerting labour is used to mitigate occupational gender segregation. However, the actions the participants have taken may not necessarily be the best ways of improving human capital and career development (Kim et al, 2017). Thus, Kuo et al (2014) argue that increasing work efforts by constantly working longer hours often overtires employees psychologically and physically.…”

Section: Discussionmentioning

confidence: 99%

“…Relying on women’s accounts of organisational experiences, exerting labour is used to mitigate occupational gender segregation. However, the actions the participants have taken may not necessarily be the best ways of improving human capital and career development (Kim et al. , 2017).…”

Section: Discussionmentioning

confidence: 99%

Confronting social dominance ideology: how professional women manage career stereotypes in male-dominated occupations

Akanji,

Mordi,

Ajonbadi

2024

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PurposeUsing social dominance theory as a conceptual lens, this study explores how female managers and professionals strive to defy the perceived career stereotypes in traditionally male-dominated occupations.Design/methodology/approachThe dataset comprises 30 interviews with female bank managers and senior engineers in Nigeria – a non-Western location and work group – a sample that is considered under-researched.FindingsThe qualitative analysis identifies how the interviewed women adopted three strategies in managing gender and career stereotypes, with some expressing concerns of experiencing emotional dissonance as they contend with occupational segregation based on gender.Research limitations/implicationsThe extent to which the findings can be generalised may be constrained by the study’s limited sample size. Nevertheless, the findings shed light on the underlying importance of disclosing how working women exert themselves in navigating the social dominance ideology in Nigeria that is notable for extreme gender role differentiation. This often results in an intensification of the efforts made by female professionals in confronting the endemic nature of male chauvinism in Nigerian organisations.Originality/valueResearch on gender and career constraints has, in the main, restricted our understanding of the barriers that Nigerian women face in their careers as a result of the masculine hegemony perpetuated by social dominance. The present study aims to challenge, however, proponents of social dominance by unveiling the mitigating strategies that women living in an inegalitarian society adopt to confront occupational male-group ascendency.

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“…Elliott and Smith (2001) posit that employers often demographically match managers with the workers they supervise to address workers' demands for representation, reduce conflict, and improve perceptions of fairness and equity. Consistent with this logic, research shows that women working for women managers are less likely to report experiencing gender discrimination than those working for men (Elliott & Smith, 2001; Stainback et al, 2011) or those in workplaces with more women generally (Yong Kim et al, 2017). Moreover, numerous studies have identified a strong relationship between nonmanagerial demographic composition and managerial representation (Bloch et al, 2021; Elliott & Smith, 2001).…”

Section: Gender Composition and Women's Managerial Representationmentioning

confidence: 94%

“…Pipeline effects may also impact nonadjacent positions. For example, Yong Kim et al (2017) suggest that as workplaces feminize, it may reduce the causal role of gender stereotypes in decision‐making throughout the organization.…”

Section: Gender Composition and Women's Managerial Representationmentioning

confidence: 99%

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

Stainback,

Roberts,

Biswas

2024

Human Resource Management

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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.

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The Effects of Multilevel Signals on Sex Discrimination Experiences Among Female Employees

Cited by 14 publications

References 56 publications

Measuring the invisible: Development and multi‐industry validation of the Gender Bias Scale for Women Leaders

Measuring the invisible: Development and multi‐industry validation of the Gender Bias Scale for Women Leaders

Confronting social dominance ideology: how professional women manage career stereotypes in male-dominated occupations

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

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