Tarzan, Jane, the baby and the boss: Managers’ evaluations of married employees’ job performance and parental functioning

Abstract

Purpose

This study aims to examine the two (and perhaps the most) important outcome variables of the interface between work and family, namely, overall job performance and parental functioning, in the context of performance appraisal.

Design/methodology/approach

Each of 844 respondents (managers or self-employed who supervise workers, half of them men) evaluated a briefly portrayed employed married parent on his/her job performance and parental functioning. Male and female respondents were randomly and equally allocated to one of 16 research conditions. They evaluated an employed married parent portrayed as a mother or a father, who increased or decreased his/her weekly workhours following the mother's return from maternity leave, invested relatively high or low effort in his/her work and exhibited relatively high or low work achievements.

Findings

Parents who invest a relatively high effort in their work were evaluated as having a higher level of job performance than those who invest a relatively low effort. Parents who exhibit relatively high work achievements were evaluated as having higher levels of job performance and parental functioning than those who exhibit relatively low work achievements. Parents who increased their weekly workhours following the mother's return from maternity leave were evaluated as having a lower level of parental functioning than those who decreased their weekly workhours.

Originality/value

This is a rare study implementing a factorial design with five independent variables (parent's time investment in work following the mother's return from maternity leave, his/her relative work effort, his/her relative work achievements, parent's gender and the evaluator’s gender) never manipulated simultaneously before.

Citation

Snir, R. (2019), "Tarzan, Jane, the baby and the boss: Managers’ evaluations of married employees’ job performance and parental functioning", International Journal of Organizational Analysis, Vol. 27 No. 5, pp. 1422-1441. https://doi.org/10.1108/IJOA-09-2018-1537