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THE EFFECTS OF JOB STEREOTYPE, APPLICANT GENDER, AND COMMUNICATION STYLE ON RATINGS IN SCREENING INTERVIEWS

Judith L. Juodvalkis (The University of Akron)
Beth A. Grefe (The University of Akron)
Mary Hogue (The University of Akron)
Daniel J. Svyantek (The University of Akron Daniel J. Svyantek, Psychology Department, University of Akron, Akron, OH 44325–4301, FAX: (330) 972–5174. E‐mail: DSVYANTEK@AKRON.EDU)
William DeLamarter (Allegheny College)

The International Journal of Organizational Analysis

ISSN: 1055-3185

Article publication date: 1 January 2003

2767

Abstract

This paper investigated the interactions between gender stereotypes for jobs, applicant gender, and the communication styles used by male and female applicants during an interview. This study was conducted as a laboratory experiment, utilizing a 2x2x2 mixed design. Subjects read one job description and heard three audiotapes of all male or all female job applicants exhibiting a dominant, submissive, or neutral communication style. The subjects then rated the applicant on five dimensions. These dimensions are likeability, competence, sociability, overall impression, and hireability. Results showed significant interactions of applicant gender and communication style on four of the five dimensions rated in this study. An inspection of the dimension means revealed different effects for gender‐appropriate and gender‐inappropriate behavior for males and females. Males were penalized on ratings of overall impression and hireability for communicating in stereotypically gender‐inappropriate manners. Females were penalized on ratings of sociability and likeability for communicating in a stereotypically gender‐inappropriate fashion. The implications of these findings for using interviews are then discussed in terms of aversive genderism.

Citation

Juodvalkis, J.L., Grefe, B.A., Hogue, M., Svyantek, D.J. and DeLamarter, W. (2003), "THE EFFECTS OF JOB STEREOTYPE, APPLICANT GENDER, AND COMMUNICATION STYLE ON RATINGS IN SCREENING INTERVIEWS", The International Journal of Organizational Analysis, Vol. 11 No. 1, pp. 67-84. https://doi.org/10.1108/eb028963

Publisher

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MCB UP Ltd

Copyright © 2003, MCB UP Limited

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