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Gender roles and organizational citizenship behaviors: effects on managerial evaluations

Sean M. Cameron (Southern Illinois University Carbondale, Carbondale, Illinois, USA)
Joel T. Nadler (Southern Illinois University Edwardsville, Edwardsville, Illinois, USA)

Gender in Management

ISSN: 1754-2413

Article publication date: 4 November 2013

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Abstract

Purpose

Organizational citizenship behaviors (OCBs) are defined as non-required workplace behaviors that have potential positive organizational impact. This study examined gender roles and differences in employee evaluations based on OCB participation. The paper aims to discuss these issues.

Design/methodology/approach

College students (n=160) rated male and female managers, who did or did not participate in OCBs, on the evaluation of behaviors and possessed gendered traits (agentic and communal). Additionally, participants rated the gendered nature of OCBs.

Findings

OCB participation had a direct effect on managerial ratings and OCBs were perceived to be more feminine than masculine. Gender did not predict differences in ratings; however, women were seen as more likely to participate in OCBs compared to men. Additionally, the gender roles associated with OCBs were measured and OCBs were perceived to be mostly feminine in nature.

Research limitations/implications

The results indicated the importance of OCBs in managerial ratings and established that OCB behaviors are more aligned with stereotypes of women than men. Gendered expectations regarding OCB behaviors may further bias subjective workplace evaluations.

Originality/value

This is the first study to establish the perception that OCBs as commonly categorized in research studies are perceived to be associated with feminine behaviors. OCBs had a strong effect on evaluations of managers and OCBs are more associated with feminine gender roles.

Keywords

Citation

M. Cameron, S. and T. Nadler, J. (2013), "Gender roles and organizational citizenship behaviors: effects on managerial evaluations", Gender in Management, Vol. 28 No. 7, pp. 380-399. https://doi.org/10.1108/GM-10-2012-0074

Publisher

:

Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited

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