In this article, the authors attempt to answer the research question of whether or not the link between an individual’s organizational citizenship behavior (OCB) and the score they receive on their performance evaluation is affected in any way by gender. OCB is described by the authors as actions that are performed by individuals that go above and beyond what is expected of them as per the requirements that are listed on their job description. For the purpose of this study, the authors looked at five identifying factors of OCB. These factors include altruism, conscientiousness, courtesy, sportsmanship, and civic virtue. By conducting this study, the authors hoped to find support for three hypotheses:
1. Women will be rated as displaying more OCB than men.
2. For both women and men, level of OCB ratings and performance ratings will be positively related.
3. Although women will be rated as displaying more OCB than men, they will not receive higher performance ratings than men. (Sex Roles, 3)
A total of 109 RA’s (resident advisors) from an East Coast University participated in this assessment, 55 women and 41 men. The authors state that RA’s were used for this test because of the increased opportunity they have as a whole to practice OCB. To set up the test that would be given to the current RAs, former RA’s were contacted via telephone. They were asked questions and given a pilot survey, which was reviewed and revised to become the final testing instrument. The survey contained 17 questions, which, after scoring, would create an OCB rating ranging from 17 (low OCB) to 85 (high OCB).
The surveys were given to the RA’s during weekly meetings, with the individual RA’s rating the OCB level of their RA counterparts in the same residence hall that they worked in. The results of these surveys were added together and averaged for each RA and then compared against the score that the individuals received on the performance evaluations that were given to them by their supervisors. The authors concluded from these results that there is indeed a link between higher OCB ratings and higher performance evaluation scores, and they also stated that the performance ratings of male RA’s are quite similar to those earned by the female RA’s. The hypothesis that females would have higher OCB scores than males was reported as being correct, but the fact that the authors state “the conventional level of significance was not achieved” doesn’t make a very solid argument upon which to base their reasoning.
Hood, A.B., & Johnson, R.W. (2007). Assessment in Counseling: A guide to the use of psychological assessment procedures (4th ed.). Alexandria, VA: American Counseling Association.
The performance assessment and appraisal forms are crucial within the performance management system (Aguinis, 2014). However, the appraisal form within the case study provided is designed for the supervisor’s use thus missing one vital factor throughout the entire process, employee participation. Thus, questioning the validity and reliability of the process. This is especially concerning as the bottom 10 per cent of employees are being fired and the top 20 per cent are being rewarded with $5,000.00 based on what their supervisor records on the form without consultation with employees. Thus, supervisors may not provide accurate scores as they do not have to justify their responses (Aguinis,
Gender roles and gender stereotypes greatly affect men and women sports. They affect men and women sports so much that men sports are far more popular than women sports. Gender roles are what or society expects of us, and gende2r stereotypes are fixed and oversimplified beliefs. The difference is that gender roles are what we observe in society, and gender stereotypes are what we assume about certain individuals (Rathus, 2010, p.447).
...most competent and women tend be more helpful in situations that pose little danger and feel more competent in a nurturing role.
By very nature, men, without regard to the manner of how they conduct themselves publicly, are stronger than the opposite sex. The muscles in the body are just genetically w...
Langton, Nancy, Stephen Robbins, and Timothy Judge.Organizational Behaviour: Concepts, Controversies, Applications. Fifth Canadian Edition. Toronto: Pearson Canada, 2009. 141, 574-84. Print.
...arate gender out as the determining factor influencing leader behaviour from the many other mitigating circumstances and factors in this puzzle. A female leader may lead in one particular way in one context and adapt to another way in different circumstances. I think female leaders have the capacity to lead differently than male leaders. Whether they choose to or not is another matter.
Thesis statement: Leadership depends on the leader’s leadership style and there way of communicating ideas rather than the leader themselves. Both women and men believe in similar leadership styles however women prefer a more participative leadership approach.
Some of the research on gender differences in leadership styles has come to the conclusion that there are no quantifiable differences between men and women in leadership
...r president, 42% of respondents favored a man, 31% favored a woman, and women and men were more likely to favor their own sex. Therefore, from what we are shown, women tend to be favored less than men as potential candidates. The reasons behind this are of the associations employers will make between the leadership role and masculine skills and traits. Skill and trait theory however are good tools for employers to assess a potential candidates ability to be a leader. Using this as a recruitment tool gives individuals a clearer image of what they need to undertake to become a leader and fulfill the position. It can also highlight the areas they are lacking in. However when negative stereotype and prejudice is involved in recruitment and selection, then the usefulness of this tool is no longer apparent, lop sided judgments makes this recruitment tool weak and solvent.
According to research, past finding find males more dominant than females in all aspects of gaming. They show “a leading position” In gaming culture compared to females (Connell 77). Research of video games reviews, gave “around 75%” more feedback...
Organization citizenship behavior has been emerging as an interesting topic for any organization these days. Katz and Kahn (1996) were the first people to identify this kind of autonomous behavior in workplace. The term Organizational Citizenship Behavior (OCB’s) was first coined by Dennis Organ and his colleagues (Cf. Bateman & Organ, 1983; Smith Organ, & Near, 1983). Organ (1988: 4) defined Organizational citizenship behaviors as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. By discretionary, we mean that the behavior is not an enforceable requirement of the role or the job description, that is, the clearly specifiable terms of the person’s employment contract with the organization; the behavior is rather a matter of personal choice, such that its omission is not generally understood as punishable.” Organizational citizenship behavior occurs when the individuals in organization implicitly go beyond the formal boundary of work required to do by him/her. Organization citizenship behavior can also be said to be the choice of individual to work beyond any limitation or expectations of their employers for the overall betterment of the organization. This is completely voluntary action and the employee’s work beyond the expectation of their organization. Organization citizenship behavior is gaining much attention in today’s organizations as it has several positive implications on the organizations. Organization citizenship behavior makes the employee more committed to the organization willingly and helps in promoting overall health of the organization. The employee...
According to Berkeley’s Policy and Procedures, the purpose of performance appraisal is to be able to measure and enhance individual and institutional performance, and in turn to providing professional and career growth, determining merit increases, and meeting the internal and external demands for documentation of individual performance. Performance appraisals are intended to encourage open communication between the employees and the supervisors. As a result, it provides an understanding of the employees’ job responsibilities, the standards of performance of a supervisor, and the progress of an employee in his or her job responsibilities.
Meanwhile, men continue to be provided with greater access to leadership roles than women. Given that the majority of the incumbent leaders are men, if the evaluators do not have previous exposure to competent women leaders, they may have a harder time choosing females of equal background and experience over their male counterparts. This perpetuates the cycle of men continuing to dominate the upper management positions, and leadership being equated with stereotypical masculinity. Women have to be more highly qualified than men to obtain the same roles (Eagly, 2007).
The first problem with Merck’s performance appraisal system was the prevalence of rating errors which resulted in issues such as central tendency. This meant that very few employees received ratings of 1,2 or 5, instead, a vast majority received ratings of 3 or 4. Some employees received a score of 3 or 4 because their supervisors were strict and refused to award a 5 even for excellent performance. On the other hand, many employees argue that some of their colleagues who were below average performers still received 3 and 4 because supervisors refused to give them scores of 1 or 2.