The Experts below are selected from a list of 18147 Experts worldwide ranked by ideXlab platform
Peter Glick - One of the best experts on this subject based on the ideXlab platform.
-
prescriptive gender stereotypes and backlash toward agentic women
Journal of Social Issues, 2001Co-Authors: Laurie A Rudman, Peter GlickAbstract:In an experiment, Job description and applicants' attributes were examined as moderators of the backlash effect, the negative evaluation of agentic women for violating prescriptions of feminine niceness (Rudman, 1998). Rutgers University students made hiring decisions for a masculine or “feminized” Managerial Job. Applicants were presented as either agentic or androgynous. Replicating Rudman and Glick (1999), a feminized Job description promoted hiring discrimination against an agentic female because she was perceived as insufficiently nice. Unique to the present research, this perception was related to participants' possession of an implicit (but not explicit) agency-communality stereotype. By contrast, androgynous female applicants were not discriminated against. The findings suggest that the prescription for female niceness is an implicit belief that penalizes women unless they temper their agency with niceness.
-
feminized management and backlash toward agentic women the hidden costs to women of a kinder gentler image of middle managers
Journal of Personality and Social Psychology, 1999Co-Authors: Laurie A Rudman, Peter GlickAbstract:Women who display masculine, agentic traits are viewed as violating prescriptions of feminine niceness (L. A. Rudman, 1998). By legitimizing niceness as an employment criterion, "feminization" of management (requiring both agentic and communal traits for managers) may unintentionally promote discrimination against competent women. Participants made hiring recommendations for a feminized or masculine Managerial Job. Agentic female Job applicants were viewed as less socially skilled than agentic males, but this perception only resulted in hiring discrimination for the feminized, not the masculine, Job. Communal applicants (regardless of sex) invariably received low hiring ratings. Thus, women must present themselves as agentic to be hireable, but may therefore be seen as interpersonally deficient. Ironically, the feminization of management may legitimize discrimination against competent, agentic women. Language: en
Laurie A Rudman - One of the best experts on this subject based on the ideXlab platform.
-
prescriptive gender stereotypes and backlash toward agentic women
Journal of Social Issues, 2001Co-Authors: Laurie A Rudman, Peter GlickAbstract:In an experiment, Job description and applicants' attributes were examined as moderators of the backlash effect, the negative evaluation of agentic women for violating prescriptions of feminine niceness (Rudman, 1998). Rutgers University students made hiring decisions for a masculine or “feminized” Managerial Job. Applicants were presented as either agentic or androgynous. Replicating Rudman and Glick (1999), a feminized Job description promoted hiring discrimination against an agentic female because she was perceived as insufficiently nice. Unique to the present research, this perception was related to participants' possession of an implicit (but not explicit) agency-communality stereotype. By contrast, androgynous female applicants were not discriminated against. The findings suggest that the prescription for female niceness is an implicit belief that penalizes women unless they temper their agency with niceness.
-
feminized management and backlash toward agentic women the hidden costs to women of a kinder gentler image of middle managers
Journal of Personality and Social Psychology, 1999Co-Authors: Laurie A Rudman, Peter GlickAbstract:Women who display masculine, agentic traits are viewed as violating prescriptions of feminine niceness (L. A. Rudman, 1998). By legitimizing niceness as an employment criterion, "feminization" of management (requiring both agentic and communal traits for managers) may unintentionally promote discrimination against competent women. Participants made hiring recommendations for a feminized or masculine Managerial Job. Agentic female Job applicants were viewed as less socially skilled than agentic males, but this perception only resulted in hiring discrimination for the feminized, not the masculine, Job. Communal applicants (regardless of sex) invariably received low hiring ratings. Thus, women must present themselves as agentic to be hireable, but may therefore be seen as interpersonally deficient. Ironically, the feminization of management may legitimize discrimination against competent, agentic women. Language: en
Piergiorgio Argentero - One of the best experts on this subject based on the ideXlab platform.
-
assessing the psychometric properties of the Managerial Job satisfaction scale mjss 16
European Journal of Psychological Assessment, 2018Co-Authors: Maria Santa Ferretti, Piergiorgio ArgenteroAbstract:Abstract. Increasing globalization has resulted in an emerging line of research addressing the cross-national generalizability of Job satisfaction measures and its correlates. In this study the authors tested the measurement equivalence of the Italian Managerial Job Satisfaction Survey (MJSS) in six countries. Study 1 involved a group of 800 Italian managers from a multinational firm based in Italy. The MJSS was validated and used to assess four dimensions of Job satisfaction. Study 2 cross-nationally verified the findings of Study 1 in five countries: 3,886 managers from Germany, France, Poland, Spain, and Brazil provided data on the four satisfaction facets. Results showed that the four-factor solution of the MJSS-16 was invariant across samples, with data supporting configural, metric, and factor variance and covariance invariance. The Managerial Job Satisfaction Scale may be used for future research to draw meaningful structure-level comparisons across countries (i.e., comparisons dealing with cause-e...
Kerr Inkson - One of the best experts on this subject based on the ideXlab platform.
-
effects of changing economic conditions on Managerial Job changes and careers
British Journal of Management, 1995Co-Authors: Kerr InksonAbstract:SUMMARY Career theories and popular beliefs support the view that careers are series of Job changes which are normatively linked to common themes, are continuous, are hierarchically progressive, and are under the control of the career-making person. This study reports an age-controlled analysis of the Job changes, from 1980 to 1992, of a sample of 832 UK managers, randomly sampled from the membership of the Institute of Management. Following the methodology developed by Alban-Metcalfe and Nicholson (1984), sample members completed a questionnaire in which they provided details of every Job change they had experienced in the relevant period, including nature of change and reasons for change. The results suggested that during the recession of 1989–92 British managers moved from a situation of predominantly proactive, career-oriented upward moves, to one of predominantly reactive, organizationally induced sideways and downward moves, including redundancies. Implications for career theory and for the career development and orientations of managers and others are discussed. The continuing usefulness of the concept ‘career’ is questioned. This paper was first presented at the Academy of Management Annual Convention in Atlanta, Georgia, August 1993.
Gerald R Ferris - One of the best experts on this subject based on the ideXlab platform.
-
comparing the validity of multiple social effectiveness constructs in the prediction of Managerial Job performance
Journal of Organizational Behavior, 2006Co-Authors: Assaf Semadar, Garry Robins, Gerald R FerrisAbstract:Social effectiveness constructs have been receiving increased attention in organizational research. However, the proliferation of such constructs raises questions of their relative effectiveness as predictors of Job performance when used in multivariate comparison. The current study examined four social effectiveness constructs (i.e., self-monitoring, leadership self-efficacy, emotional intelligence and political skill) in the prediction of Managerial Job performance. Bivariate correlations showed that performance was predicted by social effectiveness constructs with the exception of self-monitoring. Multiple regression analyses, using gender and seniority as control variables, found political skill to be the strongest predictor and that it has significant incremental validity in the prediction of performance over the prediction provided by the other three social effectiveness constructs as a set. Strengths and limitations of the study are discussed, as are directions for future research. Copyright © 2006 John Wiley & Sons, Ltd.