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The Effects of Multilevel Signals on Sex Discrimination Experiences Among Female Employees

Published on Nov 1, 2017in Human Resource Management 2.93
· DOI :10.1002/hrm.21813
Kyoung Yong Kim6
Estimated H-index: 6
(CityU: City University of Hong Kong),
Teri Elkins Longacre2
Estimated H-index: 2
(UH: University of Houston),
Steve Werner26
Estimated H-index: 26
(UH: University of Houston)
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Abstract
In this study, we examine the effect of organizational-level and individual-level signals on sex discrimination experiences, job satisfaction, and turnover intentions in a sample of South Korean female employees and organizations. Results indicate that the percentage of women employed in organizations was negatively associated with sex discrimination experienced by women. The number of family-friendly policies was also negatively associated with sex discrimination in a panel design but not in a cross-sectional design. We also found that the relationship between individual participation in development activities (e.g., leadership development course, academic degree) and sex discrimination experiences was moderated by organizational-level participation in development activities. Specifically, the negative impact of participation in development activities on sex discrimination is stronger for individuals in organizations with lower compared to higher levels of overall participation. The same was true for the individual educational level. The negative impact of individual educational level on sex discrimination is stronger for individuals in organizations with high educational level than for those in low organizational educational level. Further, experienced sex discrimination influences individual turnover intention via job satisfaction. © 2016 Wiley Periodicals, Inc.
  • References (48)
  • Citations (2)
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References48
Newest
Published on May 1, 2016in Journal of Organizational Behavior 5.00
Kyoung Yong Kim6
Estimated H-index: 6
(CityU: City University of Hong Kong),
Robert Eisenberger41
Estimated H-index: 41
(UH: University of Houston),
Kibok Baik2
Estimated H-index: 2
(College of Business Administration)
Summary Perceived organizational support (POS), involving employees' perception that the organization values their contributions and cares about their well-being, has been found to be the work experience most strongly linked to their emotional bond to the organization (affective organizational commitment, or AC). We suggest that employees' perception concerning the organization's ability to achieve its goals and objectives (perceived organizational competence, or POC) may enhance this relationsh...
Published on Dec 1, 2014in Journal of Management Studies 5.84
Donald D. Bergh24
Estimated H-index: 24
(DU: University of Denver),
Brian L. Connelly20
Estimated H-index: 20
(AU: Auburn University)
+ 1 AuthorsLu M Shannon1
Estimated H-index: 1
(LSE: London School of Economics and Political Science)
Actors within organizations commonly must make choices armed with incomplete and asymmetrically distributed information. Signalling theory seeks to explain how individuals are able to do so. This theory's primary predictive mechanism is ‘separating equilibrium’, which occurs when a signal's expectations are confirmed through experience. A content analysis finds that most strategic management signalling theory studies have not fully leveraged separating equilibrium. This presents two possible pat...
Published on Feb 1, 2014in Journal of Organizational Behavior 5.00
Cécile Tschopp4
Estimated H-index: 4
(ETH Zurich),
Gudela Grote29
Estimated H-index: 29
(ETH Zurich),
Marius Gerber4
Estimated H-index: 4
Summary This study examined the impact of career orientation on the static and dynamic relationships between job satisfaction and turnover intention. Longitudinal data of 255 employees were collected at three waves of measurement 1 year apart. Results for career orientations as a moderator differed between the static and dynamic job satisfaction–turnover links. The static relationship was found to be similar and less negative for employees with independent and loyalty-focused career orientations...
Peng Wang8
Estimated H-index: 8
(Miami University),
John J. Lawler29
Estimated H-index: 29
(UIUC: University of Illinois at Urbana–Champaign),
Shi-Kan21
Estimated H-index: 21
We examined the effects of family-friendly policies (child-care benefits and work flexibility benefits) on organizational commitment and work–family conflict in four developing countries: China, India, Kenya, and Thailand. We also explored the boundary condition (e.g., perceived importance of family-friendly programmes) under which family-friendly policies are more (or less) effective in influencing organizational commitment and reducing work–family conflict. Results revealed national similariti...
Published on Apr 1, 2011in American Sociological Review 5.39
Erin L. Kelly27
Estimated H-index: 27
,
Phyllis Moen51
Estimated H-index: 51
,
Eric Tranby8
Estimated H-index: 8
(UD: University of Delaware)
Work-family conflicts are common and consequential for employees, their families, and work organizations. Can workplaces be changed to reduce work-family conflict? Previous research has not been able to assess whether workplace policies or initiatives succeed in reducing work-family conflict or increasing work-family fit. Using longitudinal data collected from 608 employees of a white-collar organization before and after a workplace initiative was implemented, we investigate whether the initiati...
Published on Feb 1, 2011in Academy of Management Journal 7.19
Gilad Chen35
Estimated H-index: 35
(UMD: University of Maryland, College Park),
Robert E. Ployhart50
Estimated H-index: 50
(USC: University of South Carolina)
+ 2 AuthorsPaul D. Bliese48
Estimated H-index: 48
(WRAIR: Walter Reed Army Institute of Research)
This study offers a new theoretical perspective on the unique nature and function of job satisfaction change, or systematic improvement or decline in job satisfaction over time. Using four diverse samples, we show that differences in the extent to which job satisfaction systematically improves or declines account for change in employees' “turnover intentions” left unexplained by absolute (average) levels of job satisfaction. Further, we show that future-oriented work expectations partially media...
Published on Jan 1, 2011in Journal of Management 9.06
Brian L. Connelly20
Estimated H-index: 20
(AU: Auburn University),
Trevis Certo28
Estimated H-index: 28
(ASU: Arizona State University)
+ 1 AuthorsChristopher R. Reutzel6
Estimated H-index: 6
(USU: Utah State University)
Signaling theory is useful for describing behavior when two parties (individuals or organizations) have access to different information. Typically, one party, the sender, must choose whether and how to communicate (or signal) that information, and the other party, the receiver, must choose how to interpret the signal. Accordingly, signaling theory holds a prominent position in a variety of management literatures, including strategic management, entrepreneurship, and human resource management. Wh...
Published on Mar 1, 2010in Journal of Management 9.06
Eden B. King8
Estimated H-index: 8
(GMU: George Mason University),
Michelle R. Hebl34
Estimated H-index: 34
(Rice University)
+ 1 AuthorsSharon F. Matusik12
Estimated H-index: 12
(CU: University of Colorado Boulder)
Extending tokenism theory, the authors investigate psychological climate of gender inequity as a way to understand how token women experience their work environments. In the first study, responses from a sample of 155 women across varied occupations confirm the expectation that token women tend to perceive their organizational climates to be inequitable for women. The results of a second survey of 196 female managers suggest that the subjective processes of tokenism give rise to inequitable clim...
Published on Jan 1, 2010in Psychological Methods 8.19
Kristopher J. Preacher35
Estimated H-index: 35
(KU: University of Kansas),
Michael J. Zyphur23
Estimated H-index: 23
(University of Melbourne),
Zhen Zhang23
Estimated H-index: 23
(ASU: Arizona State University)
Several methods for testing mediation hypotheses with 2-level nested data have been proposed by researchers using a multilevel modeling (MLM) paradigm. However, these MLM approaches do not accommodate mediation pathways with Level-2 outcomes and may produce conflated estimates of between- and within-level components of indirect effects. Moreover, these methods have each appeared in isolation, so a unified framework that integrates the existing methods, as well as new multilevel mediation models,...
Published on Oct 1, 2009in Academy of Management Journal 7.19
Jenny M. Hoobler19
Estimated H-index: 19
(UIC: University of Illinois at Chicago),
Sandy J. Wayne39
Estimated H-index: 39
(UIC: University of Illinois at Chicago),
Grace Lemmon4
Estimated H-index: 4
(UIC: University of Illinois at Chicago)
We examine one potential reason for the persistence of the glass ceiling: bosses' perceptions of female subordinates' family-work conflict. Person categorization and social role theories are used to examine whether bosses (both male and female) perceive women as having greater family-work conflict and therefore view them as mismatched to their organizations and jobs. The results support our model: bosses' perceptions of family-work conflict mediated the relationships between subordinate sex and ...
Cited By2
Newest
Published on Jun 8, 2018in Journal of Management 9.06
María del Carmen Triana11
Estimated H-index: 11
(UW: University of Wisconsin-Madison),
Mevan Jayasinghe4
Estimated H-index: 4
+ 2 AuthorsMingxiang Li5
Estimated H-index: 5
(FAU: Florida Atlantic University)
We draw on relative deprivation theory to examine how the context influences the relationship between employees’ perceptions of gender discrimination and outcomes at work using a meta-analysis and two complementary empirical studies. Our meta-analysis includes 85 correlations from published and unpublished studies from around the world to assess correlates of perceived workplace gender discrimination that have significant implications for employees. We extend relative deprivation theory to ident...
Published on Mar 1, 2019in Asia Pacific Journal of Management 2.74
I-Chieh Hsu3
Estimated H-index: 3
(NCUE: National Changhua University of Education),
John J. Lawler29
Estimated H-index: 29
(UIUC: University of Illinois at Urbana–Champaign)
An important research issue concerns the effects of gender diversity on organizational performance. Over the years, gender diversity has largely been discussed at the group level or the level of the business unit at most. It has not been widely studied at the level of the organization as a whole. Moreover, such studies have resulted in mixed findings. Diversity does not necessarily improve work performance, often times its relationship with performance can be negative. Drawing on the dynamic cap...