Gender-specific preferences in global performance management - an empirical study of male and female leaders in a multinational context

Name: Gender-specific preferences in global performance management - an empirical study of male and female leaders in a multinational context
Author: Festing, M., Knappert, Lena, Kornau, A.

İsim	Gender-specific preferences in global performance management - an empirical study of male and female leaders in a multinational context
Yazar	Festing, M., Knappert, Lena, Kornau, A.
Basım Tarihi:	2015-01
Basım Yeri	- Wiley
Konu	Gender diversity, Performance management, International HRM
Tür	Süreli Yayın
Dil	İngilizce
Dijital	Evet
Yazma	Hayır
Kütüphane:	Özyeğin Üniversitesi
Demirbaş Numarası	1099-050X
Kayıt Numarası	5ddcb58e-2004-493b-b50c-3ee9a2cf0a66
Lokasyon	International Business and Trade
Tarih	2015-01
Notlar	Due to copyright restrictions, the access to the full text of this article is only available via subscription.
Örnek Metin	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

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Gender-specific preferences in global performance management - an empirical study of male and female leaders in a multinational context

Yazar Festing, M., Knappert, Lena, Kornau, A.

Basım Tarihi 2015-01

Basım Yeri - Wiley

Konu Gender diversity, Performance management, International HRM

Tür Süreli Yayın

Dil İngilizce

Dijital Evet

Yazma Hayır

Kütüphane Özyeğin Üniversitesi

Demirbaş Numarası 1099-050X

Kayıt Numarası 5ddcb58e-2004-493b-b50c-3ee9a2cf0a66

Lokasyon International Business and Trade

Tarih 2015-01

Notlar Due to copyright restrictions, the access to the full text of this article is only available via subscription.

Örnek Metin 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