Gender Differences in Perception of Gender Inequity in Human Resource Management Practices

Research by: Dynah A. Basuil, Ankita Agarwal, Jennifer Manegold, & Wendy J. Casper

Executive Summary

Drawing from social role theory, we studied gender differences in employees’ perception of gender inequity in human resource management (HRM) practices using samples from three countries, namely Indonesia, Philippines, and Vietnam. We examined the relationship of employee gender with equity perceptions, as moderated by (a) the gender composition of managers in an organization and (b) country-level gender egalitarianism. We expected females to perceive more inequality in HRM practices compared to males but instead found that females perceived less inequity. In organizations with predominantly female managers, females perceived less gender inequity in HRM practices than males, whereas in male-majority manager organizations, both genders perceived similar levels of gender inequity. Our results also indicated that, in less gender-egalitarian countries such as Indonesia and Vietnam, female employees perceived more gender inequity in HRM practices. And in more gender-egalitarian countries such as the Philippines, female employees perceived less gender inequity in HRM practices. However, male employees perceived similar levels of gender inequity, slightly favoring men, regardless of country-level gender egalitarianism.

What is currently known about the subject matter

• Despite efforts of organizational leaders and policymakers, gender inequity remains embedded in HRM practices.
• Perceptions of inequity in HRM practices can be detrimental to employee well-being, job satisfaction, commitment, and performance.
• Male and female employees may view gender-based inequities differently.
• Context can explain when females perceive greater inequity in HRM practices than males.

What this study adds

• Contrary to expectations, females perceive less inequity in HRM practices than males. Females may possess unconscious biases regarding their capabilities or may be accustomed to the male-dominated status quo, so they overlook inequities.
• In less (more) egalitarian countries, females perceive more (less) gender inequity in HRM practices than males. However, males perceived similar levels of gender inequity, slightly favoring them, irrespective of country-level gender egalitarianism.
• Regardless of the gender composition of managers, males perceive more gender inequity (favoring them) in HRM practices than females. Females perceive less inequity in HRM practices in organizations with more female managers.

The implications of study findings for practitioners

• Managers should create a more gender-inclusive environment.
• Diversity and inclusion initiatives should prioritize increasing representation of female managers and should track and report progress toward these goals.
• Collective advocacy efforts of industry groups can promote country-level gender equality.

To cite this article: Basuil, D. A., Agarwal, A., Manegold, J. G., & Casper, W. J. (2025). Gender differences in perception of gender inequity in human resource management practices. Human Resource Management Journal. https://doi.org/10.1111/1748-8583.12588

To access this article: https://doi.org/10.1111/1748-8583.12588

About the Journal

Human Resource Management Journal (CABS/AJG 4*) is a globally orientated HRM journal that promotes the understanding of human resource management to academics and practicing managers. HRMJ provides an international forum for discussion and debate, and stress the critical importance of people management to wider economic, political and social concerns. Endorsed by the Chartered Institute of Personnel and Development, HRMJ is essential reading for everyone involved in personnel management, training, industrial relations, employment and human resource management.

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