The signals we give: Performance feedback, gender, and competition

Alexander Coutts, Boon Han Koh and Zahra Murad

No 2024-02, Working Papers in Economics & Finance from University of Portsmouth, Portsmouth Business School, Economics and Finance Subject Group

Abstract: Feedback is a vital tool used by organizations and educators to improve performance, spark learning, and foster individual growth. Yet, anecdotal evidence suggests that many individuals are hesitant to provide others with feedback. Moreover, gender biases may influence its provision, with consequences for the representation of women in leadership and com- petitive professions. We study feedback provision under different conditions that vary the nature of performance signals, how instrumental they are for decision making, and gender of the recipient. Our results reveal that a substantial degree of feedback is withheld by advisors. Moreover, advisors are more likely to shield women from negative feedback in conditions characterized both by a lack of complete information about performance, and feedback that is not immediately instrumental for their decision-making. This effect is driven by male advisors. Our findings showcase how gender differences can arise in feedback provision, and highlight when these differences may be more likely to appear.

Keywords: Feedback Provision; Gender; Ego/Belief Utility; Competitiveness; Discrimination (search for similar items in EconPapers)
JEL-codes: C90 D83 D91 J16 M54 (search for similar items in EconPapers)
Pages: 83
Date: 2024-01-30
New Economics Papers: this item is included in nep-exp, nep-gen, nep-hrm, nep-lab and nep-upt
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