Samenvatting
Problem 8 - Gender differences Summary 2.8 Performance At Work (FSWP2-080-A)
Problem 8 - Gender differences Summary 2.8 Performance At Work (FSWP2-080-A)
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Problem 8 – Gender differencesDe Pater 2005 – Gender, Job Challenge and Career Success
Type of article: review chapter of a dissertation
• Women experience much less progression than men
• Basic argument: career progression is partly based on the subsequent choices that individuals
make during (the beginning of) their careers
• Focus on – gender differences in preference for, choice of, and performance of challenging job
aspects
Career Success and the Gender Gap in Career Success
• Career success: positive psychological or work-related outcomes or achievements individuals
accumulate as a result of their work experiences
o Objective – observable that can be measured such as pay or promotions
o Subjective – individual’s perception and feeling of accomplishment and satisfaction
o Moderate positive relationship between the 2
• Underrepresentation of women in management positions
• Men advance faster, further, and with greater compensation
• Glass ceiling effect – women being stuck in middle management levels
• Failure to advance women is costly and short-sighted
o Lost productivity and high turnover rates among workers who feel blocked in their
careers
Determinants of Career Success and the Gender Gap in Career Success
Contextual Determinants: (SOCIAL STRUCURES MOST IMPORTANT)
1. Opportunity structures – organization size, promotion ladders, organizational growth,
occupation type
a. Mixed findings
b. No relationship between time in line jobs and career success → not a valid predictor if
gender differences and career success
c. Occupation type → very different for men and women → women typically work in the
lower paying industries and fewer possibilities to progress
2. Social structure variables – gender composition of the hierarchy, gender of subordinates,
demographic similarity in organizations
a. Gender composition of an organization impacts individual’s career success → jobs
occupied by a high percentage of women pay less
b. Male managerial hierarchies reduce women’s managerial advancement
c. Proportion of female subordinates was positively related to number of women in
management positions
3. Interpersonal context variables – social and instrumental support for career advancement
through informal social networks, mentoring and career encouragement
, a. Network theory → those with restricted network access have lower chances for
promotion
b. Individual’s informal social network – positively related to income and managerial level
i. Women have less access to informal networks in organizational settings
ii. Men’s careers benefit more from informal social networks
c. Mentoring positively related to management positions, income, managerial level and
overall career success (women receive less mentoring)→ unclear evidence whether this
is one of determinants of gender gap
d. Encouragement for career advancement has been found to be especially helpful for
career advancement of women, however, women seem to receive less career
encouragement
4. Promotion processes – processes that foster or hinder career advancement, promotion velocity
and discrimination
a. Women enter organizations at lower organizational level than men and this may hinder
promotion opportunities
b. Stereotypes and discrimination against women in the workplace are commonly
proposed explanations for women not advancing to senior level positions
Individual Determinants: (HUMAN CAPITAL MOST IMPORTANT)
1. Traits – predict individual’s work-related outcomes such as career success
a. Traits related to career success: ambition, masculinity, proactive personality,
extraversion, emotional stability, and self-monitoring
b. Women in managerial positions have similar traits as male counterparts
c. Women’s alleged lower skills, abilities, and motivations were rules out as explanations
for their slower career progression
2. Family status – related to career success
a. Married managers more successful than single managers
b. Having children not related to promotion rate, managerial level and pay
c. Some studies show negative impact of family on women’s career and positive on men’s
career
3. Human capital – personal investment individuals, make to enrich their value in the workplace
(investment in education, training, and work experience)
a. Personal investments in education and work experience are considered the strongest
and most consistent predictor of career success
b. Education and training related to career advancement
c. Women seem to have less formal training and fewer years of work experience than
male managers
d. Work experience operationalized via time ignoring the qualitative aspect
The Quality of Work Experiences and their Impact on Career Advancement
• International experience → positive predictor
• Content of work experiences for career development → mostly challenging experiences
contribute to managerial development, and career success
• Job challenge = level of difficulty and stimulation
, o Confrontation with novel situations
o Bringing something new to existence
o Making decisions under conditions of risk and uncertainty
o Turning around problematic operations
o Freedom of working out things for oneself
o High level of responsibility
o Being able to meet important influential people
• Definition: Job challenges are experienced when there are unusual problems to solve, difficult
obstacles to overcome, and risky decisions to make
Job Challenge and Career Attainments
• Employees who had challenging job assignments early in career were more successful over the
years than those who were given less demanding jobs
Explanations for the Impact of Job Challenge
1. Management learning – challenging situation promote management development because it
provides opportunity and motivation to learn
o Expands one’s capacity
o Skills, abilities, insights, knowledge…
2. Individual characteristics (Attitudes, values, and personality) – internalization of positive job
attitudes and high standards → reinforced by strong performance and success
o Challenging experiences → higher self-esteem and willingness to dive into unknown
again
o Accomplishment → self-efficacy → seek additional challenges
3. Sources of organizational power – visibility to others, effective interpersonal networks,
resource availability within and outside the organization
4. Cues for promotability – employees performing complex tasks are evaluated more favourably
o Successfully finishing a challenging task → new challenging task → higher promotability
The Attainment of Challenging Job Experiences
• Content of jobs is influenced by employee’s supervisors, job incumbents and co-workers
• Individuals direct their own job profile (development, opportunities) which influences their own
career opportunities
Gender Differences in Task Preference and Task Choice
• Men and women differ greatly in educational and vocational choices
• Even in the same occupations, men and women choose different specialities
• May indicate that men and women differ in types of tasks they perform within their study,
leisure time, and jobs
• May be due to self-efficacy → as self-efficacy explains one’s interests and occupational choices
• Gender differences in perceived ability related to specific occupational spheres
o Men – technical, data inspection, financial analysis, life sciences, manual labour,
construction
o Women – social sciences
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