TY - JOUR
T1 - The Vicious Cycle of Work Life
T2 - Work Effort Versus Career Development Effort
AU - Kim, Kyoung Yong
AU - Atwater, Leanne
AU - Jolly, Phillip M.
AU - Kim, Myungsun
AU - Baik, Kibok
N1 - Funding Information:
https://orcid.org/0000-0002-1917-6781 Kim Kyoung Yong 1 Atwater Leanne 2 https://orcid.org/0000-0001-7835-3613 Jolly Phillip M. 3 Kim Myungsun 2 Baik Kibok 4 1 City University of Hong Kong, Kowloon Tong, Hong Kong 2 University of Houston, TX, USA 3 Pennsylvania State University, University Park, USA 4 Kookmin University, Seoul, South Korea Kyoung Yong Kim, Department of Management, College of Business, City University of Hong Kong, 83 Tat Chee Avenue, Kowloon Tong, Hong Kong. Email: kimky.yong@cityu.edu.hk 10 2019 1059601119880377 7 2 2018 22 8 2019 14 9 2019 © The Author(s) 2019 2019 SAGE Publications Although much progress has been made toward establishing gender equality in organizations, women remain underrepresented in upper management positions. This study examines why women might be less likely than men to be promoted, even in organizations with high gender equality climates. Using a large sample of managers in South Korea, we hypothesized and found that women and men used different strategies regarding how to direct their effort to achieve promotions. Women with high self-efficacy under high gender equality climate focused on increasing work effort, whereas men in similar situations focused on increasing career development effort. We also found that only career development effort was positively related to promotion, whereas work effort was positively related to work stress and turnover intentions, and negatively associated with job satisfaction. Our results suggest that different effort strategies lead women to become caught in a vicious cycle of working hard and earning only unpleasant consequences. work effort social norms career development diversity human capital investment expectancy theory promotion edited-state corrected-proof The authors thank three anonymous reviewers and Orlando Richard, the action editor, for their excellent comments and suggestions. Declaration of Conflicting Interests The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. Funding The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This research was partially funded by a City University of Hong Kong Strategic Research Grant (Project No. 7005012) awarded to Kyoung Yong Kim. ORCID iDs Kyoung Yong Kim https://orcid.org/0000-0002-1917-6781 Phillip M. Jolly https://orcid.org/0000-0001-7835-3613 Associate Editor: Orlando Richard (The University of Texas at Dallas)
Publisher Copyright:
© The Author(s) 2019.
PY - 2020/6/1
Y1 - 2020/6/1
N2 - Although much progress has been made toward establishing gender equality in organizations, women remain underrepresented in upper management positions. This study examines why women might be less likely than men to be promoted, even in organizations with high gender equality climates. Using a large sample of managers in South Korea, we hypothesized and found that women and men used different strategies regarding how to direct their effort to achieve promotions. Women with high self-efficacy under high gender equality climate focused on increasing work effort, whereas men in similar situations focused on increasing career development effort. We also found that only career development effort was positively related to promotion, whereas work effort was positively related to work stress and turnover intentions, and negatively associated with job satisfaction. Our results suggest that different effort strategies lead women to become caught in a vicious cycle of working hard and earning only unpleasant consequences.
AB - Although much progress has been made toward establishing gender equality in organizations, women remain underrepresented in upper management positions. This study examines why women might be less likely than men to be promoted, even in organizations with high gender equality climates. Using a large sample of managers in South Korea, we hypothesized and found that women and men used different strategies regarding how to direct their effort to achieve promotions. Women with high self-efficacy under high gender equality climate focused on increasing work effort, whereas men in similar situations focused on increasing career development effort. We also found that only career development effort was positively related to promotion, whereas work effort was positively related to work stress and turnover intentions, and negatively associated with job satisfaction. Our results suggest that different effort strategies lead women to become caught in a vicious cycle of working hard and earning only unpleasant consequences.
UR - http://www.scopus.com/inward/record.url?scp=85074438902&partnerID=8YFLogxK
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U2 - 10.1177/1059601119880377
DO - 10.1177/1059601119880377
M3 - Article
AN - SCOPUS:85074438902
SN - 1059-6011
VL - 45
SP - 351
EP - 385
JO - Group and Organization Management
JF - Group and Organization Management
IS - 3
ER -