同事認(rèn)為你在工作中的表現(xiàn)怎樣？如果你是女性，那你答錯(cuò)這個(gè)問(wèn)題的概率可能是男性的3倍。

    美國(guó)一項(xiàng)新研究表明，美國(guó)多數(shù)女性長(zhǎng)期習(xí)慣于低估自己在老板和同事心目中的地位，這成為阻礙她們事業(yè)發(fā)展的因素之一。

    新墨西哥大學(xué)的斯科特·泰勒對(duì)251名管理人員進(jìn)行調(diào)查后發(fā)現(xiàn)，當(dāng)被要求預(yù)測(cè)上司、直接領(lǐng)導(dǎo)和同事給自己的工作表現(xiàn)打分時(shí)，女性預(yù)測(cè)自己的表現(xiàn)遠(yuǎn)遠(yuǎn)不如男性好。

    按照平均分來(lái)計(jì)算，總體上女性的預(yù)測(cè)與現(xiàn)實(shí)之間的差距比男性壞三倍。

    女性并非缺乏自信

    該研究發(fā)現(xiàn)，受調(diào)查者中女性對(duì)自己的評(píng)價(jià)比男性高，因此女性并不是缺乏自信。但女性普遍認(rèn)為自己的很多能力被別人低估了，包括調(diào)查問(wèn)卷中提到的溝通、沖突處理、可信度和團(tuán)隊(duì)合作等多方面特質(zhì)。

    當(dāng)然，現(xiàn)在有一些美國(guó)公司擁有公正、透明、基于工作表現(xiàn)的獎(jiǎng)勵(lì)系統(tǒng)，從而消除了性別歧視。但在很多公司里，認(rèn)為自己被低估可能會(huì)付出很高的代價(jià)。

    泰勒舉例說(shuō)，他的一位女性朋友多年來(lái)一直低估自己在工作中的表現(xiàn)，為此在薪資方面損失慘重。由于她幾年都沒有要求加薪，最后才發(fā)現(xiàn)資歷跟她相同甚至不如她的同事掙得比她還多。

    該研究報(bào)告呼吁，如果周圍女性有低估自己成就的現(xiàn)象存在，那么女性應(yīng)該多宣傳自己才能獲得更公正的待遇。但最重要的還是要建立可消除性別歧視的、透明的、基于工作表現(xiàn)的晉升或薪資體系。

    該研究報(bào)告將被提交到下月舉行的美國(guó)管理學(xué)會(huì)上進(jìn)行討論。

    How do your colleagues evaluate your job performance? You probably answered wrong if you were a female, and the probability is three times higher than it happens in male.

    Most American females get used to undervaluing their position in the mind of their boss and colleagues, according to a new research in America. This becomes one of the major factors which block their career.

    Scott Tailor, from the university of New Mexico, found that the female's prediction on themselves was not as good as male's when they were asked to predict their job performance in the mind of their boss, direct general and colleagues, according to the research on 251 administrators.

    In the light of the average score, the gap between reality and prediction of female's is generally three times wider than that of male's.

    Nothing to do with confidence

    It showed that female respondents have a higher self-evaluation than male. So the cause is not about confidence. But it was generally accepted among them that their ability was undervalued, such as communication skill, conflicts resolution, reliability and team work.

    However, some of American companies have established a fair, transparent reward system based on job performance. This system effectively avoids sexual discrimination. But you shall pay a high price for this being undervalued thought in some companies.

    For example, a female friend of Tailor's has undervalued her performance for many years and she lost a lot in her salary. She has not asked for a raise for these years until she found out that her colleagues who are qualified or not qualified as her earned much more than she did.

    The report claimed females need to propagandize themselves to gain a more equitable treatment if this phenomenon still existed. Above all, a promotion or salary system, which is non-sexual-discrimination, transparent and based on job performance, shall be established as soon as possible.

    This report will be submitted to AMA held next month to deliberate.