Perceptions of performance feedback received by female and male managers: A field study

• Main Author: Finn, Dale Marie
• Language: ENG
• Published: ScholarWorks@UMass Amherst 1996
• Subjects: Management|Womens studies|Occupational psychology
• Online Access: https://scholarworks.umass.edu/dissertations/AAI9638956

Despite the increasing representation of women in the workforce, there continues to exist a gross under-representation of women in senior management. One specific and important aspect of organizational experience that is related to advancement is performance feedback. The purpose of this study was to explore the relationship between gender and perceptions of the nature and quantity of performance feedback received. Semi-structured interviews were conducted with 5 male and 5 female managers regarding the types, amounts and effectiveness of the feedback they receive from their supervisors. From the information acquired through the interviews, a questionnaire was developed and administered to a larger sample of managers, testing five tentative hypotheses and investigating two questions of a more exploratory nature. Consideration was given to both formal and informal feedback processes. The results of the study suggest that although male and female managers do not differ significantly in their perceptions of the quality and quantity of feedback received, there are gender differences regarding what constitutes effective feedback, and what contributes to a sense of fairness in the appraisal process. The amount of feedback received is especially important to women.