Recruitment, Compensation, and Supervisory Functions in the Turkish Hotel Industry: Is There a Gender Effect Regarding What Managers Do?

Abstract

This article explores the potential existence of a gender effect regarding selected managerial practices within the hotel industry in Turkey. Two types of gender effect are examined: (a) a gender bias, which reflects how each gender views the world without comparison to the views of their gender opposites; and (b) a gender difference, which reflects the views of each gender in direct comparison to the other gender. The results of a study, based on 682 usable surveys, indicate that men believe their own gender would be significantly more likely to favor them over women in all but one of six specified recruiting, compensating, and managing practices. The results also show that women believe that female managers would be significantly more likely to favor women in training them, creating a motivating environment for them, and rewarding them, but not in three other activities. The findings indicate the presence of both a gender bias and a gender difference regarding employees' perceptions of recruitment and supervisory functions in the Turkish hotel industry. The article concludes with a discussion of the practical managerial implications of the findings.

Keywords:

• gender effect
• gender bias
• gender difference

Notes

An abbreviated version of this paper was presented at International Conference on Business, Management and Economics.

1. This article is based on part of a database that was generated for a larger study. Therefore, much of the methodological description is common with other articles that have already been published from this study.