Author
Festing, M., Knappert, Lena, Kornau, A.
Publication Date
2015-01
Publication Place
-
Wiley
Subject
Gender diversity, Performance management, International HRM
Type
Periodical
Language
English
Digital
Yes
Manuscript
No
Library
Özyeğin University
Library Asset ID
1099-050X
Record ID
5ddcb58e-2004-493b-b50c-3ee9a2cf0a66
Library Location
International Business and Trade
Date
2015-01
Notes
Due to copyright restrictions, the access to the full text of this article is only available via subscription.
Sample Text
This study investigates gender-specific preferences in one important human resource management (HRM) practice—namely, global performance management (GPM). GPM has major consequences for the career advancement of women and can therefore also represent a barrier if it is rooted in traditional male corporate cultures. As prior research suggests that the underrepresentation of women in top management positions is a worldwide phenomenon with only minor national variations, empirical data were collected in five countries belonging to various cultural clusters: China, France, Germany, South Africa, and the United States. For all countries, the results show that preferences vary significantly between male and female managers for crucial parts of the GPM system (actors’ roles, evaluation methods, feedback procedures, and GPM purposes). This study confirms that the preferences of female managers do not match more male-oriented GPM practices, indicating that female managers are less satisfied with existing GPM procedures. It was particularly surprising to find that these gender differences do not vary according to cultural background, but rather display the same pattern in all investigated countries. These findings not only have the potential to explain the often-limited career advancement of women, but also have major implications for multinational companies aiming to retain talented women.
DOI
10.1002/hrm.21609
Cilt
54
