Job Performance Attributions and Career Advancement Prospects: An Examination of Gender and Race Effects

Abstract

The present study examined the impact of managers′ gender and race on job performance attributions made by their supervisors. Among the most highly successful managers, the performance of women was less likely to be attributed to ability than the performance of men. In addition, the performance of black managers was less likely to be attributed to ability and effort and was more likely to be attributed to help from others than the performance of white managers. The findings also revealed that race differences in several attributions attenuated as supervisors gained more extensive work experience with the managers. Although black managers were perceived to have less favorable career advancement prospects than white managers, the effect of race on career advancement prospects was entirely indirect, operating through job performance ratings and ability attributions.