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Journal ArticleDOI: 10.1108/EDI-03-2020-0059

Are women from Venus? A mixed-method study determining important predictors of job pursuit intention across gender groups

02 Apr 2021-Equality, Diversity and Inclusion: An International Journal (Emerald Publishing Limited)-Vol. 40, Iss: 6, pp 708-736
Abstract: Despite studies claiming gender inclusion is beneficial for organizations, the under-representation of females in the workforce is a reality. As recruitment practices impact employees' entry into organizations, examining the salient predictors of job pursuit intention might foster gender inclusivity.,Based on a mixed-method study conducted in two phases (Phase 1: a sample of 2,084 professionals; Phase 2: interviews of 20 senior human resource (HR) professionals and interviews with 26 women professionals), we examine the key predictors of job pursuit intention of women. We employed a qualitative study as Phase 2 employed a qualitative study to understand why some of the proposed hypotheses were not supported.,We found that work–life balance, perceived job security and perceived ethical behavior of organizations were more important for female than the male applicants in influencing their job pursuit intention. Also, the type of work and person–organization (P–O) fit were found to be equally important for both the gender groups. The implications of the study to theory and practice were discussed.,Our study extends the existing literature by identifying salient factors (such as work–life balance, perceived job security and ethical citizenship) that are found to be more important for female applicants compared to their male counterparts while pursuing a job. Also, females were found to worry more about losing or not finding a job than males. Our results further indicate that type of work and P–O fit have a significant effect on job pursuit intention for both male and female applicants. The study addresses the need for research on targeted recruitment to increase gender inclusion.,The contribution of this paper lies in identifying critical factors relevant to the female applicants in India who potentially constitute a large talent pool waiting to be leveraged. It adds to the body of knowledge on enabling inclusivity and affirmative action for increasing gender diversity through recruitment. By highlighting the factors that should be given prominence in job promotions to attract more female candidates and emphasizing the gender-focused HR policies and practices and through internal and external communication, it helps practitioners attract and retain female applicants in an emerging economy like India.,Our study contributes in three ways. First, it attempts to plug the gap by investigating gendered preferences in job pursuit intentions between male and female applicants, especially in different cultural environments and in emerging markets such as India. Second, existing studies on job pursuit intentions were based mostly on inputs from student respondents. Our study has collected data from professionals working in organizations who have worked and experienced gender-related HR practices in organizations. Third, our study used a mixed-method approach to get a nuanced understanding of female talent expectations and preferences during the job-seeking behavior. more


Open access
Muhammad Ali1, Isabel Metz2, Carol T. Kulik3Institutions (3)
01 Jan 2015-
Abstract: Demography theory suggests that high gender diversity leads to high turnover. As turnover is costly, we tested the following: a main effect prediction derived from demography theory, and a moderating effect prediction derived from the relational framework. Data on 198 publicly listed organizations were collected through a human resources decision maker survey and archival databases. The results indicate that higher gender diversity leads to lower turnover in organizations with many gender-focused policies and practices. Findings suggest that organizations can lower their turnover rates by increasing their gender diversity and by implementing gender-focused policies and practices. more

Topics: Gender diversity (60%), Human resource management (58%), Human resources (54%) more

18 Citations


Journal ArticleDOI: 10.2307/3151312
Claes Fornell1, David F. Larcker2Institutions (2)
Abstract: The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addit... more

53,384 Citations

Journal ArticleDOI: 10.1037/H0076546
J. Richard Hackman1, Greg R. OldhamInstitutions (1)
Abstract: The properties and uses of the Job Diagnostic Survey (JDS) are described The JDS is intended (a) to diagnose existing jobs to determine if (and how) they might be redesigned to improve employee motivation and productivity, and (b) to evaluate the effects of job changes on employees The instrument is based on a specific theory of how job design affects work motivation, and provides measures of (a) objective job dimensions, (b) individual psychological states resulting from these dimensions, (c) affective reactions of employees to the job and work setting, and (d) individual growth need strength (interpreted as the readiness of individuals to respond to "enriched" jobs) Reliability and validity data are summarized for 6S& employees on 62 different jobs in 7 organizations who have responded to a revised version of the instrument more

Topics: Job analysis (70%), Work motivation (67%), Job design (66%) more

6,166 Citations

Open accessJournal ArticleDOI: 10.1037/0033-295X.109.3.573
Alice H. Eagly1, Steven J. KarauInstitutions (1)
Abstract: A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles. more

Topics: Role congruity theory (71%), Prejudice (legal term) (55%), Leadership (54%) more

4,225 Citations

Journal ArticleDOI: 10.1111/J.1744-6570.2005.00672.X
Abstract: This meta-analysis investigated the relationships between person‐job (PJ), person‐organization (PO), person‐group, and person‐supervisor fit with preentry (applicant attraction, job acceptance, intent to hire, job offer) and postentry individual-level criteria (attitudes, performance, withdrawal behaviors, strain, tenure). A search of published articles, conference presentations, dissertations, and working papers yielded 172 usable studies with 836 effect sizes. Nearly all of the credibility intervals did not include 0, indicating the broad generalizability of the relationships across situations. Various ways in which fit was conceptualized and measured, as well as issues of study design, were examined as moderators to these relationships in studies of PJ and PO fit. Interrelationships between the various types of fit are also meta-analyzed. 25 studies using polynomial regression as an analytic technique are reviewed separately, because of their unique approach to assessing fit. Broad themes emerging from the results are discussed to generate the implications for future research on fit. more

Topics: Person–environment fit (62%), Job satisfaction (52%), Personnel selection (52%) more

3,588 Citations

Book ChapterDOI: 10.1007/978-90-481-9014-0_3
Judy B. Rosener1Institutions (1)
Abstract: While Mary Hartman helped us see the importance of continually rethinking our response to the issues that women face, Judy Rosener frames the problems and opportunities that women encounter in organizations in a very specific way. Her response is one that emphasizes the unique contributions that women leaders make within organizations. In her now classic article on women leaders we find a demonstration that a transformative collaborative model of leading is both more typical of women leaders and actually very effective, particularly in large organizations. As the book progresses, we shall see that the strategy of emphasizing women leaders’ “unique” leadership style also has its dangers, as it tends to strengthen gender stereotypes. We however include this perspective here because we want to trace the various possible responses to the changing situation of women within organizations, and consider its costs and benefits before offering new perspectives. Rosener’s article does offer us some crucial insights into alternative leadership models that may be more appropriate responses to contemporary organizational dynamics. Although Rosener barely touches on it, a transformational leader is more comfortable in a complex environment of a large multinational corporation, and that style of leadership, in turn, is more conducive to leadership success in global companies. more

1,514 Citations