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This research aims to study the effect of gender, supervisors' support, and tenure of service on objective and perceived career advancement among engineers employed in Malaysian manufacturing organizations in Northern Peninsular Malaysia. It begins by noting the centrality of inequality in gender and career advancement and also aims at providing a direct picture of tenure of service, which is among the factors least looked at when analyzing career advancement. The study also attempts to analyze the supervisor's support in relation to career advancement. Moderating the elements above are the demographic variables such as age, marital status, education level, and the location of the tertiary education institution.

By using a judgemental sampling method, a total of 158 engineers from ten multinational manufacturing companies were identified for this study.

The findings suggest that career advancement is very much related to gender, supervisor's support, and service tenure. It was also noted that women in male‐dominated occupations, which is in this case the engineering field, tend to be subjected to the problems of performance pressures, social isolation, and stereotyping.

This study's framework has allowed for a better understanding of how perceptions are formed and the mechanisms linking these variables to the career advancement. This study perhaps is the first that has systematically attempted to integrate the various constructs as mentioned and employees' career advancement in organizations.

There is a gap in the literature concerning how demographic factors influence career advancement. This study has revealed that there is no clear distinction between career advancement and marital status for either male or female engineers as the statistical result disclosed no significant differences in marital status as a moderating element to the independent variables.

This field study aims to investigate the interactive relationships of millennial employee’s gender, supervisor’s gender and country culture on the conflict-management strategies (CMS) in ten countries (USA, China, Turkey, Germany, Bangladesh, Portugal, Pakistan, Italy, Thailand and Hong Kong).

This exploratory study extends past research by examining the interactive effects of gender × supervisor’s gender × country on the CMS within a single generation of workers, millennials. The Rahim Organizational Conflict Inventory–II, Form A was used to assess the use of the five CMS (integrating, obliging, dominating, avoiding and compromising). Data analysis found CMS used in the workplace are associated with the interaction of worker and supervisor genders and the national context of their work.

Data analysis (N = 2,801) was performed using the multivariate analysis of covariance with work experience as a covariate. The analysis provided support for the three-way interaction. This interaction suggests how one uses the CMS depends on self-gender, supervisor’s gender and the country where the parties live. Also, the covariate – work experience – was significantly associated with CMS.

One of the limitations of this study is that the authors collected data from a collegiate sample of employed management students in ten countries. There are significant implications for leading global teams and training programs for mid-level millennials.

There are various conflict situations where one conflict strategy may be more appropriate than others. Organizations may have to change their policies for recruiting employees who are more effective in conflict management.

Conflict management is not only important for managers but it is also important for all human beings. Individuals handle conflict every day and it would be really good if they could handle it effectively and improve their gains.

To the best of the authors’ knowledge, no study has tested a three-way interaction of variables on CMS. This study has a wealth of information on CMS for global managers.

This study's purpose is to investigate the antecedents of an employee's remedy‐seeking behavioral intentions in response to wrongful dismissal.

Hypotheses generated by two paradigms are tested, the similarity‐attraction and the similarity‐betrayal paradigms, using Tobit regression and data from a scenario‐based survey of employees.

Consistent with the similarity‐attraction paradigm, the management team's racial and deep‐level similarity to the employee both were negatively related to the employee's propensity to consult a lawyer. Consistent with the similarity‐betrayal paradigm, the employee's propensity to consult a lawyer increased with the supervisor's deep‐level similarity to the employee; among men, the propensity to complain to regulatory agencies increased with the management team's gender similarity and the propensity to not seek a remedy declined with the supervisor's gender similarity.

Limitations of the study include the use a single‐source, cross‐sectional, convenience sample; the small size and heterogeneity of the non‐white sub‐sample; and the limited number of control variables. Future research should explore whether the findings are robust when tested using alternative types of data; alternative wrongful dismissal scenarios; a more extensive set of controls for organizational, job, and personal characteristics; and larger, more diverse sub‐samples of non‐whites.

Organizations should manage dismissals in a manner that encourages employees to favor internal remedy‐seeking over external remedy‐seeking options.

This study is the first to investigate the antecedents of a wrongfully dismissed employee's propensity to engage in internal as well as external remedy‐seeking and to explore the effects of management's similarity to the employee on the employee's remedy‐seeking actions.

The purpose of this study is to emphasize the important role of performance-oriented human resource (HR) practices and gender equality perceptions in supervisors and chief executive officers (CEOs) for career development among women in management.

This study used a quantitative methodology to examine relationships among variables. The authors conducted a survey to investigate factors influencing the career development of women managers in professional settings, with a sample of 1,502 female managers in South Korea.

The relationship between performance-oriented HR practices and career development for women managers was supported. In addition, self-leadership significantly mediated the relationship between performance-oriented HR practices and career development. Finally, double moderator effects of gender equality perceptions of CEOs and supervisors on the relationship between performance-oriented HR practices and self-leadership were significant.

This study emphasizes that career development for women in South Korea depends on gender equality awareness and institutional reorganization for best practices at top management levels. Specifically, this study identified the essential role of performance-based HR practices to support self-leadership and career development in women managers. Furthermore, this study recognized gender equality perceptions of CEOs and supervisors as a critical factor in the successful career development of women managers.

This study aims to explore how gender influences the impact of interpersonal trust among subordinates on spontaneous work behaviors such as sharing responsibility and knowledge and engaging in organizational citizenship behavior (OCB). The goal is to understand factors that contribute to the effectiveness of women as supervisors and subordinates in the manufacturing sector.

Data were gathered from 308 subordinates and 71 supervisors working in the manufacturing sector in mainland China using a survey methodology. Descriptive statistics, correlation, confirmatory factor analysis and hierarchical moderated regression were the statistical techniques used.

Results indicate that both affect- and cognition-based trust among subordinates positively impact responsibility- and knowledge-sharing behaviors, OCB-individual (OCB-I) and OCB-organization (OCB-O). For female subordinates, the gender of the supervisor alters the relationship between both forms of trust and responsibility-sharing behavior and OCB-O, but not knowledge-sharing behavior and OCB-I. Cognition-based trust plays a dominant role for male subordinates, while affect-based trust is more relevant to female subordinates. Finally, while the gender of the supervisor moderates the impact of both affect- and cognition-based trust, it is significant for female subordinates only.

This study is not without limitations. First, the authors had access to a limited sample of female supervisors and female subordinates, which is not uncommon in the manufacturing sector that is mostly composed of male employees. Second, the cross-sectional nature of the study does not allow the capture of the impact of change in trust over time. However, it is believed that the multi-source design, the novelty of the study’s findings and their implications to interpersonal trust theory and supervisory practice compensate for the limitations. For starters, this study endorses the crucial role of interpersonal trust among employees in predicting important organizational behaviors. It corroborates the conceptual distinction between affect- and cognition-based trust and empirically validates the concepts of affect- and cognition-based trust, RSB, KSB and OCB in China. It uses multi-source data and measures behavioral outcomes of workers as observed by their immediate supervisors. These contributions speak to the empirical viability of our theoretical framework that may be useful to those contemplating cross-cultural research.

The study started with the question, does gender matter. The answer is that it does and that it has implications for human resource management. The gender of both supervisors and subordinates affect the way interpersonal trust among workers elicit desirable organizational behaviors such as sharing responsibilities, sharing knowledge and other forms of citizenship behavior. Female supervisors need to build trust among their female employees before they can expect effective organizational behavior. The story is different for male supervisors and male employees. This has implications in the way male and female supervisors are trained. It also has implications for work group formation and composition. What the study does not know is whether these findings are limited to the manufacturing sector or unique to China. It is recommended that a cross-cultural comparative research be undertaken to address those questions.

In light of the study’s findings, it is proposed that supervisory training and development programs should take into consideration that female supervisors encounter more challenges in eliciting favorable behaviors on the part of female subordinates in a work environment that is male-dominated.

The unique value contribution of the study pertains to the role of gender – the gender of the supervisor and the gender of the subordinate in shaping organizational behavior. Specifically, the authors show that the supervisor’s gender influences the relationship between affect-based trust and RSB, KSB and OCB-O and the relationship between cognition-based trust and OCB-O. Their point is that these relationships are significant only for female supervisors. In addition, they show that gender similarity between the supervisor and the supervised matters, only when both are female. These findings limit the role of interpersonal trust in eliciting favorable organizational behavior across the board and question the portability of interpersonal trust theory across industries and cultures.

Work–family research has established the existence of a crossover effect, wherein a given perception is transferable between two intimate persons. However, little research has been done to delineate this crossover process. Therefore, grounded in the conservation of resources theory, the present study aims to examine why and how a supervisor’s work–family conflict (WFC) is related to his or her subordinates’ WFC. The authors focus on three resource-related mechanisms and explore the consequences of subordinates’ WFC.

Questionnaire surveys were collected from 180 supervisor–subordinate dyads from five hotels. Mplus was used to test the framework.

The results support the notion that supervisor’s negative affect and subordinate’s workload account for the crossover effect of WFC. Moreover, subordinates’ WFC is found to be related to lower job satisfaction and higher turnover intention.

The current study highlights the downward effect of supervisors’ WFC, a phenomenon that has been understudied in the extant research. Alternative mediators or moderators in the relationship between supervisors’ WFC and subordinates’ WFC can be explored by future research.

Hotels should help supervisors to effectively manage the work and family dynamic through training and changing the “face time” culture.

Grounded in the conservation of resources theory, the authors propose a framework that incorporates WFC into the crossover model.

How frequently may be advisable for a supervisor to meet a PhD student? Are PhD students more satisfied if supervised by someone of the same gender, nationality or with common research interests? Thus far, we lack quantitative evidence regarding similar crucial aspects of managing PhD supervision. The goal of this study is hence to investigate what factors affect Ph.D. students' satisfaction about the professional and personal relationships with their supervisors.

We focus on the characteristics of the interactions between the student and the supervisor, controlling for other important factors, namely, the supervisor's and student's traits, and the characteristics of the context. We employ survey responses from 971 Ph.D. students at two public, research-oriented and internationally renowned universities in Hong Kong and South Korea.

The results show the importance of meeting the supervisor at least once per week. Students are more satisfied of the relationship with their supervisor when they have similar research interests, whereas a key finding is that similarity in terms of gender or nationality does not matter. We also found remarkable differences between disciplines in the level of satisfaction (up to 30%), and that students are more satisfied when the supervisor is strongly involved in international research, whereas satisfaction is negatively affected by the number of Ph.D. students supervised.

The article's findings suggest that students are not more satisfied of their relationship with their supervisors when they have the same gender or nationality, whereas it is other traits of their interaction, such as the frequency of meetings and the similarity of research interest, which matter.

Role congruity theory and gender stereotypes research suggests men are expected to engage in agentic behavior and women in communal behavior as leaders, and that role violation results in backlash. However, extant gender and leadership research does not directly measure expectations–behavior incongruence. Further, researchers have only considered one condition of role incongruence – display of counter-role behavior – and have not considered the outcomes of failing to exhibit role-congruent behavior. Additionally, few studies have examined outcomes for male leaders who violate gender role prescriptions. The present study aims to address these shortcomings by conducting a novel empirical test of role congruity theory.

This experimental study used polynomial regression to assess how followers evaluated leaders under conditions of incongruence between follower expectations for men and women leaders’ behavior and leaders’ actual behavior (i.e. exceeded and unmet expectations). Respondents read a fictional scenario describing a new male or female supervisor, rated their expectations for the leader’s agentic and communal behavior, read manipulated vignettes describing the leader’s subsequent behavior, rated their perceptions of these behaviors, and evaluated the leader.

Followers expected higher levels of communal behavior from the female than the male supervisor, but no differences were found in expectations for agentic behavior. Regardless of whether expectations were exceeded or unmet, supervisor gender did not moderate the effects of agentic or communal behavior expectations–perceptions incongruence on leader evaluations in polynomial regression analyses (i.e. male and female supervisors were not evaluated differently when displaying counter-role behavior or failing to display role-congruent behavior).

In addition to providing a novel, direct test of role congruity theory, the study highlighted a double standard in gender role-congruent behavior expectations of men and women leaders. Results failed to support role congruity theory, which has implications for the future of theory in this domain.

Although work-related antecedents of abusive supervision are well-known, knowledge on the cross-domain antecedents of this destructive leadership behavior is scarce. Accordingly, this study aims to investigate off-the-job supervisors’ after-work experiences that may influence their work behavior. The authors explore how and when a supervisor’s poor recovery experiences lead to abusive supervisory behaviors through a negative start-of-workday mood for high vs low supervisor sleep quality.

The authors conducted a single-source, three-phase field study (N = 422) to test the proposed moderated mediation model for participants from a large telecommunications company located in Anhui province, People’s Republic of China.

Poor recovery experiences in the supervisor’s personal life can spill over to their work domain and provoke abusive supervisory behavior through the mediating effect of a negative start-of-workday mood. Moreover, a supervisor’s good night’s sleep (i.e. first-stage moderator) serves as a key mitigating factor to diminish the negative start-of-workday mood resulting from a lack of relaxation, mastery experiences and control experiences (except for the lack of psychological detachment from work) and lessens abusive supervision.

This study contributes to the literature examining off-the-job events to understand the antecedents of abusive supervision that are beyond organizations’ control but significantly influence workplace behaviors, showing that not all antecedents of abusive supervision exist in the workplace; some are transferred from the home domain through nonvisible moods. Finally, the inclusion of sleep quality as a first-stage moderator provides insights on preventing abusive supervision caused by nonwork-related events. This adds a unique dimension to the abusive supervision literature by highlighting factors in the home domain that can prevent negative spillovers to the work domain. The authors conclude with some theoretical and practical implications for researchers and practitioners.

The purpose of this paper is twofold; first, to examine the relationship between employee’s perception of abusive supervision and their intention to quit the organization and, second, to investigate the moderating role of gender differences on this relationship.

Data were collected from 227 employees working in an Indian electricity distribution company through self-report questionnaires using a time-lagged design on two occasions (span between T1 and T2 was 3 to 4 weeks).

The finding of the study confirms that abusive supervision is strongly related to subordinates’ intention to quit. The study also reveals that women employees intend to quit organization more often than their men counterpart, when they perceive their supervisors to be abusive.

The research provides insight into how an interpersonal stressor like abusive supervision depletes an employee’s critical resources (conservation of resources theory) and thereby amplifies the employee’s intention to quit. The study is among the first to also reveal different coping strategies (to quit or not to quit) used by male and female employee (in line with “Role theory”) when faced with an interpersonal stressor like abusive supervision.