The present study was the first cross-national examination of whether managers who were perceived to be high in work-life balance were expected to be more or less likely to advance in their careers than were less balanced, more work-focused managers. Using self ratings, peer ratings, and supervisor ratings of 9,627 managers in 33 countries, the authors examined within-source and multisource relationships with multilevel analyses. The authors generally found that managers who were rated higher in work-life balance were rated higher in career advancement potential than were managers who were rated lower in work-life balance. However, national gender egalitarianism, measured with Project GLOBE scores, moderated relationships based on supervisor and self ratings, with stronger positive relationships in low egalitarian cultures. The authors also found 3-way interactions of work-life balance ratings, ratee gender, and gender egalitarianism in multisource analyses in which self balance ratings predicted supervisor and peer ratings of advancement potential. Work-life balance ratings were positively related to advancement potential ratings for women in high egalitarian cultures and men in low gender egalitarian cultures, but relationships were nonsignificant for men in high egalitarian cultures and women in low egalitarian cultures.

This study examined the relationships of gender, promotions, and leaves of absence to voluntary turnover for 26,359 managers in a financial services organization. Using Cox regression analyses and controlling for human capital, the authors found that, contrary to their prediction, female managers' voluntary turnover rates were slightly lower than those of their male counterparts. Managers who had been promoted were less likely to resign than nonpromoted managers only if the promotion had occurred within the past 11 months, and promoted women were less likely to resign than promoted men. The authors also found that managers who had taken family leaves had higher voluntary turnover rates than managers who had not taken leaves, and among family leave takers, managers with graduate degrees were less likely to resign than managers with less education.

N. S. Raju, M. J. Burke, and J. Normand (1990) presented a new approach to utility analysis that they claimed has the advantage of circumventing the use of expert judges to estimate the standard deviation of job performance in dollars (σ Y or SD y ). The present authors demonstrate that Raju et al.'s approach simply shifts the judgment problem from that of estimating the standard deviation of the criterion (σ Y ) to that of estimating the coefficient of variation of the criterion (σ Y /μ Y , or SD y /Y). They also critique 3 arguments advanced by Raju et al.

This study examined distributions of estimates of the dollar value of performance in studies employing Schmidt, Hunter, McKenzie, and Muldrow's (1979) method for estimating the standard deviation of job performance (SD y ) and found evidence that (a) the mean 50th percentile estimate is biased downward, (b) estimates of SD y appear to be a constant percentage of the 50th percentile estimate, and (c) estimates of SD y as a percentage of the 50th percentile value (SD p ) are quite similar to empirical SD p values based on actual employee output. These findings suggest that the downward bias in the mean estimate of the 50th percentile causes the mean estimate of SD y to be similarly biased downward, but does not bias the estimates of SD p . Finally, an objective method for estimating the value of average employee output is described. We conclude that the product of this value and the mean supervisory estimate of SD p yields an unbiased estimate of SD y

The hypothesis was tested that the standard deviation of employee output as a percentage of mean output (SD,,) increases as a function of the complexity level of the job. The data examined were adjusted for the inflationary effects of measurement error and the deflationary effects of range restriction on observed SDy figures, refinements absent from previous studies. Results indicate that SDT increases as the information-processing demands (complexity) of the job increase; the observed progression was approximately 19%, 32%, and 48%, from low to medium to high complexity nonsales jobs, respectively. SDP values for sales jobs are considerably larger. These findings have important implications for the output increases that can be produced through improved selection. They may also contribute to the development of a theory of work performance. In addition, there may be