Shifting Standards and the Evaluation of Competence: Complexity in Gender‐Based Judgment and Decision Making

By M. Biernat, Kathleen Fuegen. 2001

242 citations recorded by the source corpus.

Subfields: Gender Studies, Safety Research, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/894e1b9ff7c55714e305c5d6a0dd88f7c815d3a4

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Citations in the corpus

MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMES (2012, background): “…factors such as gender, age, and ethnic status (status characteristics theory [Berger, Fisek, Norman, & Zelditch, 1977; Wagner & Berger, 1997] is relevant here) and that different standards are used to judge the behaviors of more powerful and less powerful group members (Biernat & Fuegen, 2001).”
Mothers and Fathers in the Workplace: How Gender and Parental Status Influence Judgments of Job‐Related Competence (2004, unknown): “These results are inconsistent with earlier research showing that women are held to higher confirmatory standards (i.e., standards for inferring that one’s competence reflects ability) than are men (Biernat & Fuegen, 2001; Biernat & Kobrynowicz, 1997).”
Gender Bias in Leader Selection? Evidence from a Hiring Simulation Study (2011, background): “In two US studies on women’s work-related competence, Biernat and colleagues found that more women than men were short-listed for a job (due to lower gender-specific initial expectations), while subsequently those same women were less likely than the men to meet the final hiring standards (which wer”
Combatting gender discrimination: A lack of fit framework (2018, background): “…position are likely to promote gender bias in evaluative decision making and prompt discrimination in recruitment (Gaucher, Friesen, & Kay, 2011), selection (Biernat & Fuegen, 2001), performance appraisal (Bauer & Baltes, 2002), promotion (Lyness & Heilman, 2006), and compensation (Castilla, 2008).”
Gender, emotion and power in work relationships (2011, background): “This model holds that different standards are used to evaluate dominant and non-dominant group members' behaviors, and this effect is amplified when the behaviors reflect group stereotypes (Biernat et al., 1991; Biernat & Fuegen, 2001; Biernat & Manis, 1994).”
The Paradox of Meritocracy in Organizations (2010, background): “In general, past research suggests that gender bias may affect decisions on a wide range of outcomes, such as hiring, promotion, and salary (e.g., Steinpreis, Anders, and Ritzke, 1999; Foschi, 2000; Biernat and Fuegen, 2001; Eagly and Karau, 2002).”
Scaling Down Inequality: Rating Scales, Gender Bias, and the Architecture of Evaluation (2019, background): “…other properties of evaluations, such as whether they involve qualitative versus quantitative feedback or elicit subjective versus objective data, have been shown to influence the relative salience and impact of gender stereotypes (for reviews, see Biernat and Fuegen 2001; Biernat et al. 2012).”
Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance (2018, unknown): “As leader competence can be partly reflected by leader gender and age (e.g., an older male leader may be seen as more capable; see Berger et al., 1977; Biernat and Fuegen, 2001; see also Owens and Hekman, 2012), it would be interesting for future research to explore the effectiveness of leader humil”
Harassment Based on Sex: Protecting Social Status in the Context of Gender Hierarchy (2007, background): “…to capture all four quadrants of other- and same-sex harassment leaves blank the female-to-female cell for hostile environment harassment (Stockdale et al., 1999), although experimental research suggests women are prone to discriminate against other women (Biernat & Fuegen, 2001; Rudman, 1998).”
Reducing women’s lack of fit with leadership positions? Effects of the wording of job advertisements (2015, background): “Biernat and Fuegen (2001) asked participants to evaluate applicants and draw up a shortlist (i.e., to pre-select a number of applicants for the final hiring decision) as well as to make a hiring decision.”