An in-basket exercise was used to investigate the effects of sex-role stereotypes on selection evaluations of applicants for a management position. The independent variables consisted of (a) sex of the applicant (e.g. Janet N. Davis, James N. Davis) (b) the raters attitude toward women in management positions as measured by a questionnaire, and finally (c) the quality of information (e.g. biographical or behavioral). On the basis of information provided, 28 male and female subjects evaluated the applicants performance potential and suitability for a particular management position. The results confirmed the hypothesis that attitude toward women in management creates a discriminatory impact toward women on certain management dimensions when the evaluator is forced to predict behavior based on biographical information. However, when actual behavioral data about job performance is made available, discriminatory effects appear to be eliminated. Implications of these results are discussed.

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No description available.

This study consisted of two field experiments and examined how managerial evaluations may be influenced by the gender and gender-role behavior of the person being evaluated. Literature streams in the domains of leadership, performance evaluation, grievance arbitration, and criminology were reviewed and integrated to derive a conceptual framework. The research hypotheses focused on how male and female managers would differ in their evaluations of male and female target persons in two different contexts. Two cases, each approximately three pages long, were written for the purpose of this study. In both cases, the gender and gender-role behavior of the target person were manipulated. A pilot study, in which 255 students responded to the case of the grievant and 290 students responded to the case of the manager, waS carried out to test the psychometric properties of the scales as well as the integrity of the gender-role manipulation. The results indicated the success of the manipulations. The evaluation measures of interest were found to have high reliabilities. In the actual study, research subjects consisted of 129 unit directors or higher level administrators working for the Virginia Cooperative Extension. The subjects were asked to respond to both cases and evaluate the target persons. The sequence in which the cases were presented was built into the design of the study. There were no significant findings pertaining to the proposed hypotheses. Other results indicated that in the grievance resolution context, female unit directors rated aggressive male workers lower than aggressive female workers on performance and abilities. Relative to male unit directors, female unit directors gave aggressive lower-level male workers unfavorable evaluations. In the context of evaluating managers, female unit directors relative to male unit directors more favorably evaluated the democratic manager. The difference between male and female unit directors was larger when they evaluated the same-sex democratic manager. Female unit directors gave the democratic female manager higher evaluations than those given to the democratic male manager by male unit directors. The discussion focuses on the implications of results for conceptual and theoretical development in the gender bias literature, as well as what the results may mean for organizations and practicing managers. The potential limitations of the study are identified, and the study is concluded with suggestions for future research. / Ph. D.

Attribution theory has been used to explain the responses of individuals to others behavior. Previous research has shown that attributions for performance can influence rater's judgments and the sex of the ratee has been shown to influence the attributions made for performance. Discrepant information was used to cue the formation of attributions and these attributions were predicted to mediate the relationship between the subjects' existing view of a manager's performance and subsequent performance ratings. It was hypothesized that different attributions would be made depending on the sex of the manager and the direction of the discrepant information (positive or negative) and that these attributions would be related to performance ratings. First, no relationship between attributions and performance ratings was found. Second, the expected pattern of attributions was only found for the female manager/positive discrepancy condition. Finally, performance ratings within the positive and negative discrepancy conditions did not differ as a function of sex. Limitations of this study, possible explanations of the current results, and suggestions for future research are discussed. / Master of Science

Early psychological research on achievement motivation has focused on the effects of fear of failure and the wish to succeed as component parts of need for achievement (nAch). Achievement motivation is defined as a need to achieve for its own sake rather than for the benefits of such achievement (Kimble & Garmezy, 1968, p. 691). It is considered to be a fairly stable personality characteristic, not particularly goal specific (Berkowitz, 1972, p. 115), involving two specific aspects--wish (or hope) to succeed and fear of failure. The first is seen as an approach motive which focuses on anticipation of reward. The second, fear of failure, is seen as an avoidance motive involving anticipation of punishment (McClelland, Clark, Roby, & Atkinson, 1958).

This study assessed the participation of six contributors to the career histories of fourteen women managers in five federal organizations. Briefly, the contributors included: (1) the processes of gaining managerial skills and abilities through informal and formal learning activities; (2) the demonstration of management skills through job responsibilities that were imposed upon or selected by the individual and which were observed by individuals as potential for positions of greater power and influence; (3) the attainment of positions of power and influence; (4) the development of sensitivity to organizational cultural phenomena; (5) the management of personnel decisions affecting career advancement; and (6) the development of integrity of values and behaviors over time and through experiences. The study showed how these women managers moved upward in organizations through a limited extent through participation in training and development programs and, to a greater degree, by understanding and adapting to various organizational structural phenomena. Through qualitative methodologies of interviews, document analysis, and participant observation, data were collected, analyzed, and written in the form of case histories. A model summarizing the six constructs contributing to career histories was developed. / Ed. D.

Aoki Yumiko. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 51-53). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter CHAPTER I --- INTRODUCTION --- p.1 / Chapter CHAPTER 2 --- LITERATURE REVIEW --- p.5 / Career Commitment --- p.5 / Female Stereotype --- p.11 / Chapter CHAPTER 3 --- HYPOTHESES --- p.17 / Sex difference of usage of career strategy --- p.17 / Situation in Hons Kong --- p.18 / Chapter CHAPTER 4 --- METHODOLOGY --- p.20 / Sample --- p.20 / Method --- p.20 / Chapter CHAPTER 5 --- RESULTS --- p.23 / Sex difference of usage of career strategy --- p.23 / Situation in Hong Kong --- p.26 / Chapter CHAPTER 6 --- DISCUSSION --- p.30 / Implication --- p.30 / Limitation --- p.35 / APPENDIX --- p.48 / QUESTIONNAIRE* Indented sentence were not written in actual questionnaire --- p.48 / BIBLIOGRAPHY --- p.51

by Kong Suet-Ming, Yu Wang-Pui, Kevin. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 65-66). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vii / ACKNOWLEDGMENTS --- p.viii / Chapter / Chapter I --- WOMEN IN MANAGEMENT --- p.1 / Increasing Significance of Women in the Workplace --- p.1 / Increasing Importance of Women in Management --- p.2 / "The ""Glass Ceiling"" for Managerial Women" --- p.3 / International Scenario of Women in Management --- p.4 / The Case of Hong Kong --- p.6 / Objective of the Study --- p.7 / Chapter II --- ADVANTAGES OF HAVING MANAGERIAL AND PROFESSIONAL WOMEN --- p.8 / Locating the Best People at the Top --- p.8 / Minimizing the Costs of Not Recognizing the Importance of Women --- p.9 / Promoting Harmony in the Workplace --- p.9 / Enhancing the Morale of the Workforce --- p.10 / Providing a Diversity of Leadership Styles --- p.10 / Chapter III --- PROBLEMS FACING WOMEN IN MANAGEMENT --- p.11 / Perspective 1: Individual-level Differences between Women and Men --- p.11 / Men as the Norm --- p.11 / The Unplanned Nature of Many Women's Careers --- p.12 / Perspective 2: Organizational Context --- p.12 / Discrimination Against Women --- p.13 / Paying Lip Service --- p.13 / Constant Performance in Proving Themselves --- p.14 / Perspective 3: Institutionalized Discrimination --- p.15 / Women's Work --- p.15 / Stereotypes About Women --- p.15 / Over-Protection --- p.16 / Gender Blindness --- p.17 / Sexual Harassment and the Fear of it Happening --- p.18 / Perspective 4: Power's Influence in the Organization --- p.18 / The Sponsorship System --- p.18 / The Lack of Role Models and Peers --- p.19 / Exclusion from Informal Relationship Networks --- p.19 / Chapter IV --- STEREOTYPING --- p.20 / Sex-Role Stereotyping of Managerial Women --- p.22 / Three Types of Stereotyping --- p.23 / Autostereotyping --- p.24 / Heterostereotyping --- p.24 / Metastereotyping --- p.25 / Chapter V --- METHODOLOGY OF THE RESEARCH --- p.26 / Research Objectives --- p.26 / The Questionnaire --- p.27 / The Sample --- p.28 / The Analysis --- p.30 / Chapter VI --- RESULTS AND FINDINGS --- p.31 / "Factor Compositions of Auto stereotype of women, Heterostereotype of Men by Women, and Metastereotype of Women" --- p.32 / Autostereotype of Women Vs Heterostereotype of Men Among Women College Student --- p.33 / Autostereotype Vs Metastereotype of Women Among Women College Student --- p.33 / Autostereotype of Women Vs Heterostereotype of Men Among Working Women --- p.34 / Autostereotype Vs Metastereotype of Women Among Working Women --- p.35 / Discussion and Elaboration --- p.35 / Comparing the Results from Working Women and Women College Students --- p.38 / Chapter VII --- LIMITATIONS OF THE RESEARCH --- p.39 / Research Biases --- p.39 / Suggestions for Future Research --- p.40 / Chapter VIII --- DISCUSSIONS AND RECOMMENDATIONS --- p.41 / Masculinity as the Norm in Business World --- p.41 / Being Assertive --- p.42 / Communicating Your Goals --- p.43 / Being Visible and Letting your Accomplishments Known --- p.43 / Dressing Appropriately to Project a Professional Image --- p.44 / Blending of Masculinity and Femininity --- p.44 / Androgynous Approach to Management --- p.45 / Taking Advantage of the Feminine Characteristics --- p.46 / Complementing the Professional Image with Appropriate Accessories --- p.46 / Overcoming the Perspective of Power's Influence in the Organization --- p.47 / Penetrating Old Boys' Network --- p.47 / Finding a Mentor --- p.48 / Equity versus Complementary Contribution Approach to Women in Management --- p.49 / "The ""Melting Pot""" --- p.49 / "The “Salad Bowl""" --- p.49 / Managing Diversity in the Workplace --- p.50 / Chapter IX --- CONCLUSION --- p.51 / APPENDICES / Chapter 1 --- SAMPLE OF SURVEY QUESTIONNAIRE --- p.53 / Chapter 2 --- FACTOR COMPOSITION FOR AUTO STEREOTYPE OF WOMEN --- p.57 / Chapter 3 --- FACTOR COMPOSITION OF HETEROSTEREOTYPE OF MEN MANAGERS AMONG WOMEN --- p.58 / Chapter 4 --- FACTOR COMPOSITION FOR METASTEREOTYPE OF WOMEN --- p.59 / Chapter 5 --- T-TEST STATISTICS COMPARING MEAN SCORES FOR AUTOSTEREOTYPE OF WOMEN STUDENTS & HETERO STEREOTYPE OF MEN MANAGERS BY WOMEN STUDENTS --- p.60 / Chapter 6 --- T-TEST STATISTICS COMPARING MEAN SCORES FOR AUTOSTEREOTYPE OF WOMEN STUDENTS & METASTEREOTYPE OF WOMEN STUDENTS --- p.61 / Chapter 7 --- T-TEST STATISTICS COMPARING MEAN SCORES FOR AUTOSTEREOTYPE OF WOMEN WORKERS & HETERO STEREOTYPE OF MEN MANAGERS BY WOMEN WORKERS --- p.62 / Chapter 8 --- T-TEST STATISTICS COMPARING MEAN SCORES FOR AUTOSTEREOTYPE OF WOMEN WORKERS & METASTEREOTYPE OF WOMEN WORKERS --- p.63 / Chapter 9 --- NANCY ADLER'S TWO APPROACHES TO WOMEN IN MANAGEMENT --- p.64 / BIBLIOGRAPHY --- p.65

Look at the challenge of gender equity and global trends and its impact on Eskom / Women form 52 percent of the adult population in South Africa, the majority of the population, but their status in the workplace is marginalized. The Commission of Employment Equity 2003 report revealed that women represent only 37% of the total workforce and 21% of all senior management positions and only 14% of top management positions. The study firstly investigates if gender barriers are creating obstacles for the advancement of women to senior management positions. The evidence of the research indicates that barriers do exist and the most prominent of these barriers included organizational culture, men not supporting women in the organization, division of labour, lack of after care facilities and women not supporting each other. Organizations need to admit that barriers do exist before any meaningful change can be made to the working environment of women. Secondly the study investigates the impact of gender equity targets as some organizations are attempting to increase the number of women in their business. Although gender targets results in an increase of women in the workplace it has negatively impacted the morale of men. Lastly the effectiveness of some of the strategies like mentorship, training and development, networking, flexible work policies are examined. These strategies will only be effective if the organizations are committed in ensuring a balanced workforce. Organizations needs to realize that diversity should be seen as a great opportunity to be encouraged and nurtured. / Graduate School of Business Leadership / MBL