The Bank Job: A Field Study of Sexually Discriminatory Performance on a Neutral-Role Task

Sixty-four checks were cashed in a field examination of sex role discrimination using a non-sex-role stereotyped (neutral role) task. Experimenter (customer) sex, subject (teller) sex, amount of the check, and bank branch were varied to produce a 2 × 2 × 2 × 2 design. Transaction times were longer for female customers than for male customers, and were longer with male tellers than with female tellers. Results were interpreted as supporting the hypothesis of greater sex role salience in cross-sex, as compared with same-sex dyads. Suggestions are made for further research using neutral-role tasks to better define certain role concepts.     

Gender Discrimination and the Workplace: An Examination of Rational Bias Theory

Previous research concerning the rationalbias theory of workplace discrimination has beenconfined largely to narrow student samples. This studyextends that work with an experimental-survey design in which employed participants were asked bothhow others respond to conditions classically elicitingrational bias discrimination, and how they believepeople behave in their own firms. Participants were 148 men and 158 women (88.6% Caucasian, 4.6%Hispanic, 4% Asian, and 2.8% other racialidentification) with graduate business degrees from apublic university. Results show evidence of continuingdiscrimination, and support the theory predicting rational biasgender discrimination in the workplace. Gender ofrespondent and locus of control (defined by Spector'sWork Locus of Control scale) are also shown to be related to rational bias discrimination.Suggestions are made for further development and testingof rational bias theory.     

Sex role as a mediator of achievement in task performance

Participants in a test of the influence of sex role on performance in a masculine task were 96 male and female undergraduates. Subject sex, norm (challenging or not challenging), and experimenter (male, female, or no experimenter present) were varied in a 2×2×3 design. When challenged, subjects worked more successfully in the presence of a female than before a male or with no experimenter present. Results support the hypothesis that the arousal of achieving tendencies may depend in part on the importance and conspicuousness of role cues. Implications for industrial performance and for future research are discussed.The authors would like to acknowledge the thoughtful assistance of Barbara Moely and Beverly Jafek, who commented on earlier drafts of this paper.All correspondence should be sent to Dr. Laurie Larwood, Claremont Men's College Claremont, California 91711. Portions of this paper were presented at the meeting of the American Psychological Association, Chicago, August 1975.     

Subjective career success: A study of managers and support personnel

Despite popular belief that managers are successful by virtue of their positions, few studies have examined the position-success relationship. In this research, it was predicted that subjective career success is a multi-dimensional construct whose facets can be measured by several factors. Moreover, the phenomenon of career success was tested to see if it would relate to an employee's perception of occupational self-concept and job features. The notion that these dimensions would predict some aspects of career success more accurately for either managers or support personnel was also investigated. The confirming results obtained in this study and their implications for future research as well as practitioners are discussed.An earlier version of this article was presented at the 93rd Annual Convention of the American Psychological Association, Los Angeles, California, 1985.     

Women as managers: Toward second generation research

A review of women in management research indicates that most studies are concerned with theoretical issues and their implications. This article asserts that the current position of women in management is unstable and might be greatly assisted by an increase in action-oriented research. Such second generation studies can build on the theoretical work, but focus most importantly on the needs of present and potential women managers, investigating the means by which their success may be brought about. Specific research suggestions are offered concerning investigation of the relative task effectiveness of women and men, the career strategies most useful for women managers, the validation of specialized training programs for women, and the institutional qualities most favorable to women.     

Sex discrimination in managerial selection: Testing predictions of the vertical dyad linkage model

The behavior of 60 male and female students in soliciting volunteer leaders for a series of leadership experiments was studied. The solicitation behavior was consistent with the vertical dyad linkage leadership model which predicted that ingroup members would share more responsibilities and benefits with the leader/manager than would outgroup members. Members of the same sex were expected to be more frequently ingroup (operationalized as acquaintances). Results showed that same-sex acquaintances were solicited more often than cross-sex acquaintances. No sex discrimination was found when subjects solicited others who had not been previously known. Acquaintances were most frequently asked to volunteer on highly valued tasks and were more likely than nonacquaintances to agree to participate. The results are interpreted as demonstrating a bias in favor of aiding and promoting members one's own sex in managerial situations.A shorter version of this paper was presented at the meeting of the Academy of Management, Kansas City, 1976. The authors would like to thank Peter Weissenberg of the State University of New York School of Management for his helpful suggestions. This research was completed while the first author was a member of the Organizational Behavior group at State University of New York — Binghamton.     

Power and gender influences on responsibility attributions: the case of disagreements in relationships

In a sample of 156 college students (74 men and 82 women), the authors examined the influences of power status and gender on responsibility attributions and resolution choices during disagreements in personal relationships. The participants read vignettes in which relationship partners disagreed; then the participants placed themselves in the situations depicted and reported their perceived responsibility and resolution choices. The participants were randomly assigned to 1 of 2 power-status conditions (you have/your partner has greater power in the situation). Power status was based on resource power (i.e., a monetary inheritance) or on perceived power (i.e., financial knowledge). The authors tested 2 alternative power-status hypotheses (justified benefits/rights and ability/accountability) and 1 gender hypothesis. The results supported both power-status hypotheses. In addition, the men's and the women's responsibility attributions and resolution choices (i.e., adhering to their own wishes or deferring to their partner's wishes) revealed differential dependence on the type of power held by the person with greater situational power. The authors suggest issues further research concerning how situational differences in socially based expectations (e.g., power status and gender) may affect conflicts within relationships.     

Sex and race discrimination resulting from manager-client relationships: Applying the rational bias theory of managerial discrimination

Rational bias theory predicts that discrimination may be situationally influenced by circumstances in which a show of bias seems likely to be rewarded or punished by others. This study applies the theory in an examination of managerial sex and race discrimination in situations in which normative or unusual signals are given. In agreement with rational bias theory, the participants, acting in the role of managers, indicated that they would be less likely to discriminate in personnnel decisions with cues indicating that discrimination might not be needed or wanted. The results are interpreted as supportive of rational bias theory and as useful for the design of new policies aimed at ending discrimination. The findings also suggest that the importance of discrimination against blacks of both sexes in management has been widely ignored.     

Attitudes of male and female cadets toward military sex integration

Two studies examine the attitudes of male and female Army ROTC cadets toward the movement of women into nontraditional and leadership positions in the military. As expected, female cadets reacted more favorably toward women than did male cadets. The time spent in sexually integrated school year ROTC units did not appear to influence opinions, while experience of the integrated summer training camp produced more negative attitudes on the part of men. The results suggest that the ROTC socialization process is ineffective in overcoming traditional sex-role biases against women in the military and that alternative structural changes may be needed to facilitate sexual integration.