Rebecca L. Mitchell, James G. Matusik, Russell E. Johnson
{"title":"Backlashes or boosts? The role of warmth and gender in relational uncertainty reductions","authors":"Rebecca L. Mitchell, James G. Matusik, Russell E. Johnson","doi":"10.1002/hrm.22166","DOIUrl":null,"url":null,"abstract":"<p>Both men and women who violate gender stereotypes incur backlashes, or penalties, for these transgressions. However, men who engage in warm, communal behaviors occasionally receive a boost (or benefit) for this female-stereotyped behavior. To understand how and why warmth and gender interact to predict backlashes or boosts, we integrate uncertainty reduction theory with the stereotype content model and examine warmth by gender interactions. In our first study (a field examination of job seekers), we find that men receive a boost in hireability (i.e., an increased likelihood of obtaining a job offer) for exhibiting gender incongruent (i.e., high) levels of warmth, but women do not receive a backlash in hireability for exhibiting gender incongruent (i.e., low) levels of warmth. In our second study (a laboratory experiment), we replicate and extend these findings by elucidating why they occur: warmth reduces relational uncertainty for male, but not female, applicants. In our third study (another laboratory experiment), we again replicate and extend our findings by identifying when these effects are stronger: in male-dominated roles. Our investigation suggests that the valence of the gender stereotype violation matters when it comes to hiring decisions. Indeed, we find that displaying warmth appears to promote, rather than impede, career outcomes for men.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 6","pages":"851-865"},"PeriodicalIF":6.0000,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human Resource Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/hrm.22166","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0
Abstract
Both men and women who violate gender stereotypes incur backlashes, or penalties, for these transgressions. However, men who engage in warm, communal behaviors occasionally receive a boost (or benefit) for this female-stereotyped behavior. To understand how and why warmth and gender interact to predict backlashes or boosts, we integrate uncertainty reduction theory with the stereotype content model and examine warmth by gender interactions. In our first study (a field examination of job seekers), we find that men receive a boost in hireability (i.e., an increased likelihood of obtaining a job offer) for exhibiting gender incongruent (i.e., high) levels of warmth, but women do not receive a backlash in hireability for exhibiting gender incongruent (i.e., low) levels of warmth. In our second study (a laboratory experiment), we replicate and extend these findings by elucidating why they occur: warmth reduces relational uncertainty for male, but not female, applicants. In our third study (another laboratory experiment), we again replicate and extend our findings by identifying when these effects are stronger: in male-dominated roles. Our investigation suggests that the valence of the gender stereotype violation matters when it comes to hiring decisions. Indeed, we find that displaying warmth appears to promote, rather than impede, career outcomes for men.
期刊介绍:
Covering the broad spectrum of contemporary human resource management, this journal provides academics and practicing managers with the latest concepts, tools, and information for effective problem solving and decision making in this field. Broad in scope, it explores issues of societal, organizational, and individual relevance. Journal articles discuss new theories, new techniques, case studies, models, and research trends of particular significance to practicing HR managers