Executive summary
Despite the expanded role of women in the workplace over the last three decades, the proportion of women continues to decline at progressively higher levels in managerial hierarchies the higher the level in the organization, the fewer women are found. However, the number is not small and there are evidences that there is a growing number of sexual discrimination at workplace particularly in terms of pay and promotion. This leads to moral imbalance and the company sufferers financially in terms of low and inferior production. Thus, the study conducts a qualitative review of the situation based on literature reviews and primary data.
Problem statement
It has been argued that Discrimination whether direct, indirect or institutionalized requires the supporting system that corresponds the social culture. Therefore, many women have been treated differently on the basis of the performance differences. However, women working on male-oriented tasks would produce lower expectations. Success would then be unexpected attributes to many factors such as luck or an effort of the woman. Some male managers find it difficult to relate to women as colleagues and equals, and especially difficult to accept a female manager. The relationship between the genders of those who do a particular job, the value put upon the skills involved, and the level pay with which those skills are rewarded. The definition of job involvement is not only the degree to which employees engross themselves in their job but also involves the extent to which employees view work as being a central part of their lives. (Warner, 154) Some male managers find it difficult to relate to women as colleagues and equals, and especially difficult to accept a woman boss. Two areas were particularly damaging: notions of women as the weaker sex and as sex objects. Gender stereotypes are over-inclusive and pernicious, there is much evidence that gender differences in styles of communication and relating to others, does exist. (Warner, 221) The Title VII of the Civil Rights Act of 1964 “prohibits employment discrimination based on race, color, religion, sex and national origin.” (EEOC, 1) But despite the laws, violations do occur and this results in loss of efficiency of the affected worker. In this case, it is the female employee.
Research questions
The focal point of the paper is to ascertain if there is any loss of work efficiency due to gender related difficulties women face becoming managers in the workplace.
Hypotheses
It has been assumed that workplace discrimination against women leads to a complete ramification of working moral and thus there would be significant loss of work efficiency due to gender related difficulties women face becoming managers in workplace.
Brief literature review
There are several research materials available on the topic, however, in the present discussion three of the very best would be evaluated and analyzed.
a) “Gender-Based Analyses of Stress Among Professional Managers: An Exploratory Qualitative Study” by Yoshi Iwasaki, Kelly J. MacKay and Janice Ristock published in International Journal of Stress Management in 2004.
The study explored the parameters of stress in the workplace and it was applicable to both male and female managers. The mode and experience of stress was also recorded including financial stressors, lack of sleep, levels of stress and positives and negatives related to stress. All the 36 participants in the study were from the managerial level and from different Canadian establishments, government and non-government. From this study it was found that nature and degree differ distinctly on the basis of gender. Thus, it was established that women face a gendered related stress that is constructed on social and cultural basis. As a result, it was assumed that being a manager and a woman at the same time was much difficult than being a manager and a man.
b) “The Glass Ceiling Effect: An Approach to Assessment” by Karen S.Wickwire and Jan C.Kruper published in Consulting Psychology Journal: Practice and Research.
The term ‘glass ceiling’ indicates the practice of excluding women from the upper managerial or authoritative levels where the fundamental decision making is operational. This study presents well researched arguments that prove the practice wrong and financially ramifying for the company. The entire study is conducted keeping the U.S. Department of Labor criteria as a fundamental benchmark. By doing so, the research manifested the discrimination and practice against women that bar them any access into the upper managerial sections of the company. The authors specifically indicate, “Examination of the data on the representation of women in upper management supports the concept of a glass ceiling“. (Wickwire and Kruper, 32)
c) “The Female Manager’s Experience: A Concept Map and Assessment Tool” by Kelly Schuck and Becky J. Liddle published in Consulting Psychology Journal: Practice and Research.
For this study, 93 managers from the corporate sector participated and all were female. They provided the essential qualitative data required for the study. The entire data was subdivided into fifty-seven items and a concept map was prepared. The results were completely in favor of the thesis of the study that there is a substantial amount of difficulties that women face becoming managers in the corporate world. The concept of “glass ceiling” was verified to be operational by many participants and indicated that there was a significant amount of discrimination in the workplace. Both qualitative and quantitative methods were used in the study to make it full proof and the results indicated a positive consequence and were aligned with the thesis.
d) “When Fit Is Fundamental: Performance Evaluations and Promotions of Upper-Level Female and Male Managers” by Karen S. Lyness and Madeline E. Heilman published in Journal of Applied Psychology in 2006.
This study by Karen S. Lyness and Madeline E. Heilman examines the data available from different achievements and is focused at the complete performance of 448 managers of the upper level management. The study also looks into the parameter of performance and subsequent promotion of the subjects. This study clearly indicated that there was a substantial amount of discrimination in the context of ‘glass ceiling’ against female managers. It was seen that men were able to get quicker promotions then their female counterparts even if their performances were not extremely distinguishable then the female managers. Incidentally, it was found in this study that promoted women needed to score more on performance rating than their male counterparts for promotions. The authors even stated, “The fact that this bias was evident in decision making about upper-level managers implies that even with women’s steady progress up the ranks of organizations, potential for their differential treatment persists.” (Lyness and Heilman, 784-785) In accordance to the findings and recommendation of this study it is suggested that an unbiased benchmarking should be adopted by the companies and it should be maintained throughout the lifespan of the company.
Research design
For a statistical method to fulfill its requirements it should properly interview the entire study at a particular location that is properly selected. The entire process should be closely observed to see to it that the specific variables are contained by the testable subjects. The existence of these variables is particularly important as they help in the evaluation of the fundamental data during the later stages of the investigation. Here adjustments may be made based on observations to the calculated data. These fundamental variables should be taken into account since they are extremely important and pertains to an individual’s religious values, ethnicity and positive support. The variables mentioned above should be considered as important and also significant qualities of the mentioned statistical method and should be basically suitable to the realistic world. Organizational culture and national culture complexes are such services which are significant manifestations or our social world and are, thus, worth mentioning. Due to this, if these investigations are conducted properly and in an orderly fashion by involving all of the subjects in the calculation, then there is no doubt that the end results will be both correct and rational. (Arthur, 229)
Nature and form of results
It is assumed that the study would reveal that the discrimination issue lowers the efficiency scale in female workers and sexual discrimination policies must be adopted only after consulting the employee representative so that the strategies are created while maintaining and respecting the dignity of all the employees. After the policy has been prepared it needs to be communicated to all the employees by the topmost authorities while maintaining a zero tolerance attitude. It should reach all the employees either by means of a memo form or through an employee handbook or along with their appointment letter or with their pay packages. The employees must read the policies and acknowledge by signing them after which a copy of the policy must be posted in the organization. The same procedure should be repeated with all new employees and also with third parties. The policy should be continuously reviewed to ensure that its guidelines are in compliance with federal laws and policies.
Budget
The funding in this case would be kept to a minimum. It would be seen that no extra cost is incurred during the process. It would also be taken into consideration that no extra equipment and fancy gadgets would be used. The fundamental cost would be centered on the traveling mode that would be necessary during the interviewing procedure. It should be mentioned that this traveling would be in and around the vicinity of the working area and thus the cost would be minimized. The research and the evaluation would be done in house and thus, no extra cost would be incurred. The total cost of a project would include costs of travel, ($500) tapes, ($400), transcription ($400) and paper ($100) or $1400 in total.
Tentative schedule
The total dissertation procedure would take 11 weeks. Literature Review would take three weeks, it would be followed by Conduct Interviews/Collect data, and it would take two weeks. Transcribe of Interviews would take another two weeks followed by Analyse Data would take one week. The Draft Final Report would be in one week and Feedback in another one week followed by Submitting Final Report. There would be an additional week to counter any unforeseen circumstances that may suspend the work.
Works Cited
- Arthur, D. “A Conceptual Model of the Corporate Decision-Making Process”. Journal of Management 11.3 (2006): 223-233.
- Black, J. S & Mendenhall, M. “A practical but theory-based framework for selecting conflict management training methods.” Human Resource Management 28.4(2006): 511-530.
- EEOC. “Title VII of the Civil Rights Act of 1964”. U.S. Equal Employment Opportunity Commission. 1997. EEOC.gov.
- Iwasaki, Yoshi., Kelly J. MacKay, & Janice Ristock. “Gender-Based Analyses of Stress Among Professional Managers: An Exploratory Qualitative Study”. International Journal of Stress Management 11.1 (2004): 56–79.
- Koufopoulos, Dimitrios N & George M. Chryssochoidis. “The effects of an uncertain country environment upon leadership and strategic planning practices.” Strategic Change 9.6 (2006): 379-395.
- Lyness, Karen S. & Madeline E. Heilman. “When Fit Is Fundamental: Performance Evaluations and Promotions of Upper-Level Female and Male Managers”. Journal of Applied Psychology 91.4 (2006): 777–785.
- Martins, Luis L & Charles K. Parsons. “Effects of Gender Diversity Management on Perceptions of Organizational Attractiveness: The Role of Individual Differences in Attitudes and Belief.” Journal of Applied Psychology 92.3 (2007): 865–875.
- Schuck, Kelly and Becky J. Liddle. “The Female Manager’s Experience: A Concept Map and Assessment Tool.” Consulting Psychology Journal: Practice and Research 56.2 (2004): 75–87.
- Warner, Mark. Comparative Management : Critical Perspectives on Business and Management. New York: Routledge, 2008.
- Wickwire, Karen S. & Jan C.Kruper. “The Glass Ceiling Effect: An Approach to Assessment.” Consulting Psychology Journal: Practice and Research 48.1, (2005): 32-39.