Gender Stereotypes And Job Performance

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Title and background
TITLE:
Gender stereotypes and Job Performance
BACKGROUND:
40 years ago, women had management related jobs that were insignificant in numbers (Catalyst, 2007; Svanstro¨m, 2003). This began to change 10 years back when female proportion in management began to increase. However, the inflow of women in jobs ofEurope stands during the 21st century (Franco, 2007) and men prevail the top corporate positions in the field (Catalyst, 2007; Fristedt et al., 2010). In order to acquire upper level positions females have to go through a much extremeset of standards and procedures (Lyness and Heilman, 2006; Lyness and Judiesch, 1999).
Stereotypical concepts and long established gender criterion are held responsible for lack of women in
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Research Objectives
The purpose of the study is to determine the correlation between gender stereotyping and job performance.
RESEARCH QUESTIONS
1. To what extend does management scrutinizes agentic behavior of employees when evaluating one’s performance?
2. How does management perceive gender stereotypes when evaluating job performance?
3. To what extent are employees to be motivated in order to provide correct information to managers so they are evaluated free of bias?

Hypothesis:
1. The more managers believe in gender stereotypes the less is job performance.
2. The more the employees are motivated to provide information to the management the less is the belief of management in stereotypes.

Agentic:
Conceptual framework:

Mediating Variable

Independent variable Dependent
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We often judge a female by her role in the society. We have a pre convinced notion that women are delicate and not capable of performing to the ability of a man. That men possess masculine characteristics hence women are not expected to fore take any such jobs due to their feminist characteristics. This lowers the motivational level of women which results in decreased work performance. Contrary to this males can take advantage of the gender stereotypes in their favor as they may not have the characteristics associated to them but may be judged on that basis. For the first case perception and evaluation of managers acts as the moderating variables as whether the management evaluates an employee positively or negatively on his/her performance depends on how they perceive gender stereotypes and how strongly they evaluate the employees on its basis. In the second case the information provided by the employees acts as the moderating variable as correct information can dismantle gender stereotypes and give them a fair judgement by the managers on their performance. Therefore employees should be motivated enough to provide correct information to management so that the stereotypes can be eliminated from the
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