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Drawing from equity sensitivity theory, we used an extensive sample covering 3 countries to study the influence of gender on employees’ perception of gender inequity in HCM practices. We examined the direct effect of the employees’ gender and when moderated by the gender composition of the organization’s management and the national culture of gender egalitarianism on the employees’ perception of gender inequity. We found evidence supporting gender differences on gender inequity perceptions, albeit in unexpected directions which can provide insights on how gender inequity perceptions between female and male employees may be shaped by factors within the environment.