Gender enactment at work: The importance of gender and gender‐related behavior to person‐organizational fit and career decisions

Abstract

Purpose

This paper seeks to explore gender‐related behavior in relation to person‐group fit, person‐organization fit, and career decisions in order to identify relevant constructs and relationships and present suggestions for further research.

Design/methodology/approach

A model was developed based on a review of several literature bases including gender theories, gender enactment, person‐group fit, and person‐organization fit.

Findings

Propositions for future research were developed and focus on the relationships influencing an individual's perceptions of person‐group fit, person‐organization fit and career decision making. It is proposed that a deviation from a group's collective gender orientation and accepted behaviors is likely to be met with unfavorable perceptions by group members and impact person‐group fit, person‐organization fit, perceived stress, self‐efficacy, and career decision making.

Practical implications

Managers and supervisors can use ideas presented in the model and paper to better understand nuances of gender‐related behavior and its potential impact on behavior and perceptions in the workgroup and organization. Diversity managers and training professionals could incorporate aspects of gender‐related differences into training programs, and individuals might use some ideas presented in this paper to consider the important implications of person‐group and person‐organization fit to career success.

Originality/value

The model developed in this paper is a unique perspective combining historical perspectives on gender and gender‐related behavior and workplace concepts such as person‐group and person‐organization fit to identify the potential impact of gender‐related differences at work.

Citation

Young, A.M. and Hurlic, D. (2007), "Gender enactment at work: The importance of gender and gender‐related behavior to person‐organizational fit and career decisions", Journal of Managerial Psychology, Vol. 22 No. 2, pp. 168-187. https://doi.org/10.1108/02683940710726429