Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Gender differences within 360‐degree managerial performance appraisals

Gender differences within 360‐degree managerial performance appraisals Purpose – The purpose of this paper is to examine the impact of gender on the performance assessments of managers arising from the 360‐degree scheme operated within the UK headquarters of a large multi‐international financial services organisation. Design/methodology/approach – A questionnaire approach was used to collect data on 66 managers (33 males and 33 females) against four broad capabilities on the 360‐degree appraisal system. Data were gathered on each of the 66 managers from eight different sources including the individual being appraised, three of their peers, three of their direct reports (subordinates) and their manager (supervisor). Findings – Performance ratings were either gender neutral or higher for female than for male managers. Within the case company there was no evidence of unfavourable discrimination against female managers, if anything the reverse with female managers showing superior performance compared to their male counterparts. Research limitations/implications – As with all cross‐sectional research causality cannot be confirmed and difficulties in accessing 360‐degree appraisal information for a large number of managers led to constraints on research methodology. Practical implications – The implication for human resource management is that the 360‐degree appraisal system did not necessarily fulfil the degree of objectivity claimed by its adherents and that possible adverse influence may be inherent within the 360‐degree rating system of managers particularly. Originality/value – The paper offers insights into gender differences within 360‐degree managerial performance appraisals. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Women in Management Review Emerald Publishing

Gender differences within 360‐degree managerial performance appraisals

Mike Millmore; David Biggs; Laura Morse
Women in Management Review , Volume 22 (7): 16 – Oct 9, 2007
Download PDF
16 pages

Loading next page...
 
/lp/emerald-publishing/gender-differences-within-360-degree-managerial-performance-appraisals-P0AqG9FKB8

References (79)

Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0964-9425
DOI
10.1108/09649420710825715
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine the impact of gender on the performance assessments of managers arising from the 360‐degree scheme operated within the UK headquarters of a large multi‐international financial services organisation. Design/methodology/approach – A questionnaire approach was used to collect data on 66 managers (33 males and 33 females) against four broad capabilities on the 360‐degree appraisal system. Data were gathered on each of the 66 managers from eight different sources including the individual being appraised, three of their peers, three of their direct reports (subordinates) and their manager (supervisor). Findings – Performance ratings were either gender neutral or higher for female than for male managers. Within the case company there was no evidence of unfavourable discrimination against female managers, if anything the reverse with female managers showing superior performance compared to their male counterparts. Research limitations/implications – As with all cross‐sectional research causality cannot be confirmed and difficulties in accessing 360‐degree appraisal information for a large number of managers led to constraints on research methodology. Practical implications – The implication for human resource management is that the 360‐degree appraisal system did not necessarily fulfil the degree of objectivity claimed by its adherents and that possible adverse influence may be inherent within the 360‐degree rating system of managers particularly. Originality/value – The paper offers insights into gender differences within 360‐degree managerial performance appraisals.

Journal

Women in Management Review – Emerald Publishing

Published: Oct 9, 2007

Keywords: 360‐degree feedback; Gender; Performance appraisal; Human resource management; United Kingdom

There are no references for this article.