Williams, Jane R.Bendapudi, NamritaHazer, JohnAshburn-Nardo, Leslie2013-03-062013-03-062013-03-06https://hdl.handle.net/1805/3241http://dx.doi.org/10.7912/C2/1048Indiana University-Purdue University Indianapolis (IUPUI)Previous research has found that the clarity of information provided to raters about women managers’ performance affects ratings of their competence, likeability, and overall evaluation. The current study sought to contribute to this literature by examining whether individual differences of raters can explain the reason for differential performance evaluations of male and female managers, despite them both performing equally. For this purpose, the current research extended the findings of Heilman and colleagues by replicating their methodology while introducing a moderator variable, the rater’s Implicit Person Theory (IPT). The IPT differentiates people into either entity theorists (that is, those who believe that behavior is trait-based and therefore fixed and stable) and incremental theorists (those who believe that behavior is situationally mediated and hence, changeable). Specifically, it was proposed that the effects found in the previous study would be stronger when the rater possessed an entity theory as opposed to an incremental theory. In doing so, this research attempted to provide an understanding of why male and female managers might be given different ratings, all other things being equal. Analyses revealed results that were consistent with, as well as some that were quite inconsistent with, previous findings. Rater IPT was found to have a significant effect on ratings provided by male participants but not those of female participants. Other findings and implications are discussed and limitations and future research directions are stated.en-USGender, Stereotypes, Performance Evaluations, Implicit Person TheoryStereotypes (Social psychology)Gender identity in the workplacePerformance -- EvaluationSex role in the work environmentSex role -- Psychological aspectsPersonality -- Research -- MethodologyInterpersonal relations -- Psychological aspectsOrganizational behavior -- Case studiesManagement -- ResearchAttribution (Social psychology)Executive ability -- TestingPsychology -- Research -- MethodologyGlass ceiling (Employment discrimination)Sex discrimination against womenthesis