Women's Performance on the Job
There is no evidence from the five occupational studies, nor from studies outside the P.E.P. series, that women who are at present in top jobs or effectively on their way to them adopt a basically different style of working from men or achieve a very different level or type of performance.
For the Civil Service generally (not only the Administrative Grade) Walker found at the end of the 1950s a 'scarcity of important differences between the attitudes of men and women', and 'no evidence that women were in fact less willing to delegate', or that in other respects women in management positions adopt a markedly different management style from men.1
The P.E.P. study of the Administrative Grade confirms this. The Civil Service has no 'women's sphere'. There is some tendency for men and women administrators to go to different departments; men and women are equally likely to be in economic or 'other' ministries, but a relatively high proportion of men are in technical ministries and women in ministries dealing with social services. But this is a question of balance, not (with very few exceptions) of the exclusion of members of either sex from areas open to the other. A woman like a man may find herself administering technology or the docks or the planning of a region; all these are actual recent cases. When the performance of members of the grade who have entered as Assistant Principals since the early 1950s is ranked on a three-factor scale (rank reached, efficiency in present job, and future promise), men's and women's ratings run practically level, with men only a very short head in front. Men who entered just after the Second World War receive ratings higher than either women who entered at that time or men who entered later, but this phenomenon seems to have been once for all. Women tend to provide the 'bread and butter' of the____________________