re applied in making selections for promotion to top-management positions.
The new data analyzed by the authors were collected for the period extending from January 1987 through February 1992. A large department of the federal government was the participating organization. Data were collected in relation to 32 positions that were filled in the department during the relevant period, and to the actions of the review panels that assessed the qualifications, and the actions of the selection officials who made promotion recommendations in relation to the 438 applicants for the 32 vacancies.
The researchers hypothesized that gender would influence promotion decisions in such a way that women would receive less favorable outcomes than men in the selection of personnel for top-management positions. The research results did not support this hypothesis. Rather, the researchers found that employment in the department (positive effect), years in top grade (negative effect), and performance appraisal rating exerted significant influences on the selection decision.
The researchers also hypothesized that gender would influence promotion decisions in such a way that women would be rated less favorably than men in the job-related criteria used to make selections for top-management positions. The research results did not support this hypothesis. Rather, the researchers found that the application of the job-related criteria within the department favored women.
The researchers were unable to offer an unequivocal explanation of why so few women were selected for promotion to top-management positions within the participating organization. The authors suggested that factors common to a variety of different types of organization may explain the "glass ceiling" phenomenon. The authors suggested further that additional re
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