Abstract
The current research examined whether gender bias in the workplace could be reduced through perspective taking implementation intentions, which are if–then statements that specify how to accomplish goals (Gollwitzer, 1999). Amazon MTurk participants (N = 180, 53% male) learned they would complete a two-step performance review for a consulting company. Prior to receiving a male or female employee’s record, all participants were given a goal strategy to be fair in their review, with half also receiving an if–then strategy that encouraged perspective taking. Participants rated the employee on three work related dimensions (skillset, performance, and traits), provided an overall promotion recommendation, and completed the Ambivalent Sexism Inventory (Glick & Fiske, 1996). Although we did not find evidence of gender bias on the work measures, we found that the implementation intention strategy resulted in more positive employee evaluations overall and less hostile sexism than a simple goal strategy. We discuss the potential organizational benefits of employing perspective taking implementation intentions.
Highlights
Perspective Taking Implementing Intentions the standards applied to men—even when the credentials are the same (Biernat & Manis, 1994)
We did not find evidence of gender bias on the work measures, we found that the implementation intention strategy resulted in more positive employee evaluations overall and less hostile sexism than a simple goal strategy
Current Research Based on the past research showing that perspective taking can, at times, lead to decreased stereotyping and that implementation intentions can help facilitate egalitarian goals, we examine whether perspective taking implementation intentions can serve as a viable strategy for reducing gender bias in the workplace
Summary
Perspective Taking Implementing Intentions the standards applied to men—even when the credentials are the same (Biernat & Manis, 1994). Because women are judged by a stricter standard of competency than men in these professions, they must work harder to establish their credentials and be seen as viable job candidates (Foschi, 1996) To accomplish this, they may display more agentic behaviors that allow them to advance in the workplace. In one major consulting firm, women account for 36% of the entire workforce and represent only 31% of the executives (Bellstrom, 2016) Based on these disparities and prior gender bias research, we expect that men are likely to receive more favorable work evaluations than women in male-typed fields like consulting (Hypothesis 1). Because perspective taking can be a challenging endeavor that requires time, motivation, and cognitive resources (Eply et al, 2004), we examine whether the process can be facilitated through the use of strategies that automatically engage goal pursuit
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