{"title":"男性比女性更重视晋升","authors":"Dinah Gutermuth, Melvyn R. W. Hamstra","doi":"10.1002/job.2781","DOIUrl":null,"url":null,"abstract":"<div>\n \n <p>In this research, we test the hypothesis that promotion-focused eagerness does not yield the same evaluative benefits in the workplace for women as it does for men. Regulatory focus theory suggests that promotion-focused eagerness potentially casts a person in a favorable light in the eyes of superiors. Nevertheless, we propose that promotion-focused eagerness violates the prescriptive gender-stereotypical expectations that people have of women. The gender deviance (i.e., not acting in line with gender expectations) that occurs when a woman is promotion-focused causes this woman to pay a “gender tax” that a promotion-focused man does not pay. First, we conducted two experiments wherein managers (<i>N</i> = 127) or students (<i>N</i> = 236) evaluated qualified fictional job applicants: in both experiments, compared with an identical male applicant, the promotion-focused female job applicant was valued less, as evidenced by a lower starting salary offer. Second, in a dyadic study (<i>N</i> = 474 dyads), male employees' promotion focus was positively associated with their manager's evaluations of them, whereas female employees' promotion focus was not. Our results show that promotion-focused women are not valued as positively as their male counterparts.</p>\n </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 5","pages":"764-781"},"PeriodicalIF":6.2000,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Promotion focus is valued in men more than in women\",\"authors\":\"Dinah Gutermuth, Melvyn R. W. Hamstra\",\"doi\":\"10.1002/job.2781\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div>\\n \\n <p>In this research, we test the hypothesis that promotion-focused eagerness does not yield the same evaluative benefits in the workplace for women as it does for men. Regulatory focus theory suggests that promotion-focused eagerness potentially casts a person in a favorable light in the eyes of superiors. Nevertheless, we propose that promotion-focused eagerness violates the prescriptive gender-stereotypical expectations that people have of women. The gender deviance (i.e., not acting in line with gender expectations) that occurs when a woman is promotion-focused causes this woman to pay a “gender tax” that a promotion-focused man does not pay. First, we conducted two experiments wherein managers (<i>N</i> = 127) or students (<i>N</i> = 236) evaluated qualified fictional job applicants: in both experiments, compared with an identical male applicant, the promotion-focused female job applicant was valued less, as evidenced by a lower starting salary offer. Second, in a dyadic study (<i>N</i> = 474 dyads), male employees' promotion focus was positively associated with their manager's evaluations of them, whereas female employees' promotion focus was not. Our results show that promotion-focused women are not valued as positively as their male counterparts.</p>\\n </div>\",\"PeriodicalId\":48450,\"journal\":{\"name\":\"Journal of Organizational Behavior\",\"volume\":\"45 5\",\"pages\":\"764-781\"},\"PeriodicalIF\":6.2000,\"publicationDate\":\"2024-02-28\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Organizational Behavior\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1002/job.2781\",\"RegionNum\":2,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Organizational Behavior","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/job.2781","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"BUSINESS","Score":null,"Total":0}
Promotion focus is valued in men more than in women
In this research, we test the hypothesis that promotion-focused eagerness does not yield the same evaluative benefits in the workplace for women as it does for men. Regulatory focus theory suggests that promotion-focused eagerness potentially casts a person in a favorable light in the eyes of superiors. Nevertheless, we propose that promotion-focused eagerness violates the prescriptive gender-stereotypical expectations that people have of women. The gender deviance (i.e., not acting in line with gender expectations) that occurs when a woman is promotion-focused causes this woman to pay a “gender tax” that a promotion-focused man does not pay. First, we conducted two experiments wherein managers (N = 127) or students (N = 236) evaluated qualified fictional job applicants: in both experiments, compared with an identical male applicant, the promotion-focused female job applicant was valued less, as evidenced by a lower starting salary offer. Second, in a dyadic study (N = 474 dyads), male employees' promotion focus was positively associated with their manager's evaluations of them, whereas female employees' promotion focus was not. Our results show that promotion-focused women are not valued as positively as their male counterparts.
期刊介绍:
The Journal of Organizational Behavior aims to publish empirical reports and theoretical reviews of research in the field of organizational behavior, wherever in the world that work is conducted. The journal will focus on research and theory in all topics associated with organizational behavior within and across individual, group and organizational levels of analysis, including: -At the individual level: personality, perception, beliefs, attitudes, values, motivation, career behavior, stress, emotions, judgment, and commitment. -At the group level: size, composition, structure, leadership, power, group affect, and politics. -At the organizational level: structure, change, goal-setting, creativity, and human resource management policies and practices. -Across levels: decision-making, performance, job satisfaction, turnover and absenteeism, diversity, careers and career development, equal opportunities, work-life balance, identification, organizational culture and climate, inter-organizational processes, and multi-national and cross-national issues. -Research methodologies in studies of organizational behavior.