1. Performance Management
Andrea Guzman, Jocelyne Pena, Yesenia Santos, Perla Carretero

2. Who has ever felt that their gender has played a role in their performance evaluation?

3. London Business School
“When Accomplishments come back to haunt you: the negative effect of competence signals on women’s performance evaluations”
M. Ena Inesi
London Business School
Daniel M. Cable
Perla

4. Terminology
Competence signals: what is used by employers to decide whom to hire, such as, educational attainment, job level, and past job accomplishments
SDO: Social Dominance Orientation; one’s degree of preference for inequality among social groups
Perla
Too wordy
, and is a widely used social psychological scale

5. Purpose
Do strong competence signals help a woman obtain the job she applies for or will it hurt her performance evaluations in the future?
Perla
Question
Do they help or hurt

6. Hypothesis Sub Competence Signals Performance Evaluation
Subordinate ` Gender, Evaluator Gender, & SDO
This hypothesis is for study 2, which is the study that I focused on
The effect of subordinate competence signal (educational attainment) on performance evaluations, shown under different conditions of subordinate gender, and evaluator social dominance orientation

7. Research Design and Method
Online Study; 271 college-educated participants
2 x 2 x2 hierarchical multiple regression
Subordinate competence signal: weak vs. strong
Subordinate gender
Evaluator gender
Perla
108 were male
All living in the U.S.
Average age was 35 years old
Weak: HS Education
Strong: College education

8. Figure 2

9. Results
The only time that the predictions showed significance was when female subordinates were evaluated by a high SDO male
Perla
This result showed how strong competence signal females are not a threat to general hierarchy, but to a gender hierarchy
Explain the lines
For some conditions, evaluations go up higher as education gets higher
High SDO associated with penalizing higher education

10. Take-Home Message Identifying SDO
Further training to evaluators to assist in the reduction of bias evaluations
Reviewability
Perla

11. Have any of you fallen victim to envy in the workplace due to being high performer?
Andrea

12. Victimization of High Performers: The Roles of Envy and Work Group Identification.
By: Eugene Kim
Scheller College of Business, Georgia Institute of Technology;
Theresa M. Glomb
Carlson School of Management, University of Minnesota
Andrea

13. Terminology
Victimization: The action of singling someone out for cruel or unjust treatment
Envy
Task Performance
Andrea

14. Purpose
Examine envy as victimization of high performers at work and work group identification as a moderator.
Andrea

15. HYPOTHESIS
High Task Performance can lead to victimization at work DUE TO ENVY AND IT can be moderated by Work Group Identification
Andrea

16. Research Design and Method
4,874 employees in 339 work groups
67% respondents were women
12 years tenure, 44 years old average
Measures of Victimization:
Assessed using 8-item Victimization scale
5-point scale
Measures of Task Performance:
4-item task performance scale
11-point scale
Measures: self-rated using task performance scale
Andrea

17. FIGURE
Andrea

18. Results
→ High performers experience more victimization from their coworkers only when there is low work group identification
Andrea

19. Take-Home Message
→ Improve the sense of group identification by implementing the low group identification and making them feel more welcomed, team- building, and make them feel more similar than different.
By improving work socialization, by identifying more similarities instead of differences.
Andrea

20. Jocelyne

21. Was there ever a time you felt that your gender imposed a limitation to any rewards at work (pay increase, bonus, etc.)?
Jocelyne

22. Terminology
Occupational Prestige - consensual rating of an occupational category with respect to its worthiness, based on several socioeconomic factors
Calibration Meetings - provide a forum for discussing the individual performance of team members with the goal of making sure that managers apply similar standards across all employees
1. Other wise known as: performance appraisal
2. Socioeconomic factors: education, income levels
3. Typically higher for jobs that are characterized by greater discretion and autonomy
Jocelyne

23. Purpose
The purpose of this study is to identify the linkage between performance evaluations and rewards
Sex differences in organizations
“What” the work is
“Where” the work is being done
Jocelyne

24. Framework Visual
Jocelyne

25. Results
There were no significant sex differences in performance evaluations
Organizational rewards: results indicated that men received significantly higher pay and promotions than women
Sex differences in rewards were 14 times larger than sex differences in performance evaluations
Organizational rewards - men received significantly higher pay and promotions than women
2. No significant relationship between occupational prestige and sex differences HOWEVER, as sex differences in organizational rewards increased with occupational prestige
3. There were significant negative relationships between the representation of women at higher levels within industry and and performance evaluation differences as well as reward differences
4. Job complexity had a positive effect on sex differences in performance evaluations and rewards - results indicated that men received higher performance evaluations as job complexity increased
5. Results indicated that performance evaluations did not appear to mediate the effects of sex on organizational rewards. Sex differences in rewards remained significant after partialling out the effects of performance evaluations
Jocelyne

26. Take Home Message
Accountability structures be built into reward allocation
Neutral third party observers or advisors
Educate management and your employees and encourage diversity applicant referrals
“Calibration meetings” should be a process when starting the performance evaluation process
Jocelyne

28. Terminology
Managerial Coaching: process of feedback provision, behavioral modeling, and goal setting with subordinates
Coaching Skill: proficiency with which managers engage in the coaching
Coaching Frequency: number of coaching interactions
Managerial Coaching: a process of feedback provision, behavioral modeling, and goal setting with subordinates to improve their performance and address their personal challenges.
Coaching Skill: the proficiency with which managers engage in the coaching behaviors of feedback provisions, behavioral modeling, and goal setting.
Coaching Frequency: the number of coaching interactions that a manager holds with his or her subordinates.

29. Purpose
Examine the impact of coaching and measure coaching skill and frequency on performance

31. Method Research Context:
Collected data from the U.S. affiliate of a global pharmaceuticals company over several points between January and December 2011
Participants:
1,246 Sales representatives
136 District managers

32. Measures Coaching skill
eight -item proprietary measure that assess the district manager’s coaching skill in terms of feedback delivery, behavioral modeling, and goal setting behaviors.
Coaching frequency
The number of visits that the district manager completed with each sales representative during 12 month period
Give ex on coaching skill the 3 on article
Coaching skill
eight -item proprietary measure that assess the district manager’s coaching skill in terms of feedback delivery, behavioral modeling, and goal setting behaviors.
Team role clarity
Sales representatives were surveyed concerning their perceptions of role clarity
Coaching frequency
The number of visits that the district manager completed with each sales representative during 12 month period

34. Results
Coaching skill had a significant, positive effect on representatives sales goal attainment
Coaching frequency had no impact on goal attainment when the manager was a highly skilled coach
Only when the coach is highly skilled coaching skill and coaching frequency
Hypoth 1b and 2

35. Take Home Message
Human Resources should help managers develop high quality coaching skills
The quality of the coaching for performance management is more important than the frequency

36. Group Take Home Message
Reduce biases and other performance management inefficiencies/ineffectiveness through further training for evaluators
Coaching issue: improve skill for lousy coaches; evaluators should focus directly on employee's direct performance not directly focusing only on their competence signals
Reviewability of performance evaluations and auditing of compensation decisions across all levels
HR professionals should help managers develop high quality coaching skills since high performers may experience envy, but it can be an issue particularly for women because of their competency signals