The effect of manager gender and performance feedback: Experimental evidence from India
By: Abel, Martin and Buchman, Daniel
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Material type: 
BookPublisher: Economic Development and Cultural Change Description: 73(1), Oct, 2024: p.307-338.
In:
Economic Development and Cultural ChangeSummary: We hire 2,228 Indian gig-economy workers for a real-effort transcription task and randomize the gender of the (fictitious) manager as well as the delivery of performance feedback. We find that negative feedback (i.e., criticism) leads to moderate deterioration in worker attitudes, but it increases effort provision in both mandatory and voluntary tasks. By contrast, praise affects neither attitudes nor effort provision. Importantly, feedback effects do not vary between workers assigned to female and male managers. Consistent with this finding, there is no evidence for attention discrimination toward female managers, implicit gender bias, or gendered expectations among workers. By contrast, Abel (J. Human Resources 59, no. 2:470–501, 2024) employs the same research design in the United States and finds substantial gender discrimination and no effect of feedback on effort. This highlights that the effects of feedback and manager gender vary across different contexts.- Reproduced
https://www.journals.uchicago.edu/doi/10.1086/727513
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 73(1), Oct, 2024: p.307-338 | Available | AR133813 |
We hire 2,228 Indian gig-economy workers for a real-effort transcription task and randomize the gender of the (fictitious) manager as well as the delivery of performance feedback. We find that negative feedback (i.e., criticism) leads to moderate deterioration in worker attitudes, but it increases effort provision in both mandatory and voluntary tasks. By contrast, praise affects neither attitudes nor effort provision. Importantly, feedback effects do not vary between workers assigned to female and male managers. Consistent with this finding, there is no evidence for attention discrimination toward female managers, implicit gender bias, or gendered expectations among workers. By contrast, Abel (J. Human Resources 59, no. 2:470–501, 2024) employs the same research design in the United States and finds substantial gender discrimination and no effect of feedback on effort. This highlights that the effects of feedback and manager gender vary across different contexts.- Reproduced
https://www.journals.uchicago.edu/doi/10.1086/727513
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