Race, ethnic, and gender earnings inequality : the sources and consequences of employment segregation : a report to the Glass Ceiling Commission, U.S. Department of Labor /

"January 1994."

Reinforcing the glass ceiling: The consequences of hostile sexism for female managerial candidates

Previous research has established that benevolent sexism is related to the negative evaluation of women who violate specific norms for behavior. Research has yet to document the causal impact of hostile sexism on evaluations of individual targets. Correlational evidence and ambivalent sexism theory led us to predict that hostile sexism would be associated with negative evaluations of a female candidate for a masculine-typed occupational role. Participants completed the ASI (P. Glick & S. T. Fiske, 1996) and evaluated a curriculum vitae from either a male or female candidate. Higher hostile sexism was significantly associated with more negative evaluations of the female candidate and with lower recommendations that she be employed as a manager. Conversely, higher hostile sexism was significantly associated with higher recommendations that a male candidate should be employed as a manager. Benevolent sexism was unrelated to evaluations and recommendations in this context. The findings support the hypothesis that hostile, but not benevolent, sexism results in negativity toward individual women who pose a threat to men's status in the workplace.

Betting Against the Glass Ceiling: Supervisor Gender & Employee Job Satisfaction in the Casino-Entertainment Industry

This exploratory study expands on hospitality management literature, specifically on the influence of a supervisor’s gender in regards to employee job satisfaction within the casino-entertainment sector. Employee job satisfaction was analyzed using company, department, and supervisor variables based on 961 surveys. The study’s results suggest that employees with male supervisors have a higher employee satisfaction level than employees with supervisors that are female. Hospitality organizations are therefore encouraged to create leadership programs to ensure women are a part of corporate leadership’s success formula for the future.

Demographic category membership and leadership in small groups : a social identity analysis

Developing the social identity theory of leadership (e.g., [Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5, 184–200]), an experiment (N=257) tested the hypothesis that as group members identify more strongly with their group (salience) their evaluations of leadership effectiveness become more strongly influenced by the extent to which their demographic stereotype-based impressions of their leader match the norm of the group (prototypicality). Participants, with more or less traditional gender attitudes (orientation), were members, under high or low group salience conditions (salience), of non-interactive laboratory groups that had “instrumental” or “expressive” group norms (norm), and a male or female leader (leader gender). As predicted, these four variables interacted significantly to affect perceptions of leadership effectiveness. Reconfiguration of the eight conditions formed by orientation, norm and leader gender produced a single prototypicality variable. Irrespective of participant gender, prototypical leaders were considered more effective in high then low salience groups, and in high salience groups prototypical leaders were more effective than less prototypical leaders. Alternative explanations based on status characteristics and role incongruity theory do not account well for the findings. Implications of these results for the glass ceiling effect and for a wider social identity analysis of the impact of demographic group membership on leadership in small groups are discussed.

Promotion and succession management and associated retention issues in Australian law firms

The focus of this research was promotion and succession management in Australian law firms. Two staff retention issues currently faced by the Australian legal industry were identified as suggesting possible failures in this area: 1) Practitioners are leaving law firms early in their careers, 2) Female representation is disproportionally low at partnership level. The research described current Australian law firm promotion and succession practices and then explained their possible relevance to the two retention issues. The overall aim of the research was to uncover key findings and present practical recommendations to law firm managers and partners ready for incorporation into their future promotion and succession planning practice. In so doing the research aimed to benefit the Australian legal community as a whole. Four areas of literature relevant to the topic were reviewed, 1) law firm governance concluding that the fundamental values of the P²-Form remained constant (Cooper, Hinings, Greenwood & Brown, 1996; Morris & Pinnington, 1998) with ownership and strategic control of law firms remaining in the hands of partners; 2) the importance of individual practitioners to law firms concluding that the actual and opportunity costs relating to practitioner turnover were significant due to the transient nature of knowledge as a key asset of law firms (Gottschalk & Khandelwal, 2004; Rebitzer & Taylor, 2007); 3) generational differences concluding with support for the work of Finegold, Mohrman and Spreitzer (2002), Davis, Pawlowski and Houston (2006), Kuhnreuther (2003), and Avery, McKay, and Wilson (2007) which indicated that generational cohort differences were of little utility in human resources management practice; and 4) previous research relating to law firm promotion and succession practices indicating that five practices were relevant in law firm promotion outcomes; 1) firm billing requirements (Gorman & Kmec, 2009; Phillips, 2001; Noonan & Corcoran, 2004; Webley & Duff, 2007); 2) mentoring programs (Phillips, 2001; Noonan & Corcoran, 2004); 3) the existence of female partners (Gorman & Kmec, 2009; Beckman & Phillips, 2005); 4) non-partner career paths (Phillips, 2001; Corcoran & Noonan, 2004); and 5) the existence of family friendly policies (Gorman & Kmec, 2009; Phillips, 2001; Noonan & Corcoran, 2004; Webley & Duff, 2007.) The research was carried out via a sequential mixed method approach. The initial quantitative study was based upon a theoretical framework grounded in the literature and provided baseline information describing Australian law firm promotion and succession practices. The study was carried out via an on-line survey of Australian law firm practitioners. The results of the study provided the basis for the second qualitative study. The qualitative study further explained the statistically generated results and focused specifically on the two identified retention issues. The study was conducted via one-on-one interviews with Australian law firm partners and experienced law firm managers. The results of both studies were combined within the context of relevant literature resulting in eight key findings: Key findings 1) Organisational commitment levels across generational cohorts are more homogenous than different. 2) Law firm practitioners are leaving law firms early in their careers due to the heavy time commitment behaviour demanded of them, particularly by clients. 3) Law firm promotion and succession practices reinforce practitioner time commitment behaviour marking it as an indicator of practitioner success. 4) Law firm practitioners believe that they have many career options outside law firms and are considering these options. 5) Female practitioners are considering opting out of law firms due to time commitment demands related to partnership conflicting with family commitment demands. 6) A masculine, high time commitment culture in law firms is related to the decision by female practitioners to leave law firms. 7) The uptake of alternative work arrangements by female practitioners is not fatal to their partnership prospects particularly in firms with supportive policies, processes and organisational culture. 8) Female practitioners are less inclined than their male counterparts to seek partnership as an ultimate goal and are more likely to opt out of law firms exhibiting highly competitive, masculine cultures. Practical recommendations Further review of the data collected in relation to the key findings provided the basis for nine practical recommendations specifically geared towards implementation by law firm managers and partners. The first recommendation relates to the use of generational differences in practitioner management. The next six relate to recommended actions to reduce the time commitment demands on practitioners. The final two recommendations relate to the practical implementation of these actions both at an individual and organisational level. The recommendations are as follows: 1) "Generationally driven," age based generalisations should not be utilised in law firm promotion and succession management practice. 2) Expected levels of client access to practitioners be negotiated on a client by client basis and be included in client retention agreements. 3) Appropriate alternative working arrangements such as working off-site, flexible working hours or part-time work be offered to practitioners in situations where doing so will not compromise client serviceability. 4) The copying of long working hour behaviours of senior practitioners should be discouraged particularly where information technology can facilitate remote client serviceability. 5) Refocus the use of timesheets from an employer monitoring tool to an employee empowerment tool. 6) Policies and processes relating to the offer of alternative working arrangements be supported and reinforced by law firm organisational culture. 7) Requests for alternative working arrangements be determined without regard to gender. 8) Incentives and employment conditions offered to practitioners to be individualised based on the subjective need of the individual and negotiated as a part of the current employee performance review process. 9) Individually negotiated employment conditions be negotiated within the context of the firm’s overall strategic planning process. Through the conduct of the descripto-explanatory study, a detailed discussion of current law firm promotion and succession practices was enabled. From this discussion, 7 eight key findings and nine associated recommendations were generated as well as an insight into the future of the profession being given. The key findings and recommendations provide practical advice to law firm managers and partners in relation to their everyday promotion and succession practice. The need to negotiate individual employee workplace conditions and their integration into overall law firm business planning was put forward. By doing so, it was suggested that both the individual employee and the employing law firm would mutually benefit from the arrangement. The study therefore broadened its practical contribution from human resources management to a contribution to the overall management practice of Australian law firms. In so doing, the research has provided an encompassing contribution to the Australian legal industry both in terms of employee welfare as well as firm and industry level success.

Speaking truth to power : sexism, outrage and the public consciousness

Alan Jones's now infamous comment that women are destroying the joint' sparked a flurry of observations and interpretations in the national and international media and in the blogosphere about the motivations and meanings of such a statement. The overriding tone of this commentary was outrage - how dare an influential figure like Jones state with such blatant and provocative hostility that women are at best unsuitable for leadership and at worst, damaging our public and private institutions? The answers, as we have seen, are likely to be complex, but an alternative question could also be posed. Why the outrage? Public male figures have, throughout history, made derogatory, demeaning and sexist remarks about women, and the material effects of gender inequality continue to be felt- consider the gender pay gap and glass ceiling phenomenon for starters. So why did this particular comment ignite such widespread indignation and anger?

Assessing the discipline : an analysis of Australian journalism review articles 2000-2010

In recent years, there has been much discussion about the quality of research published by Australian journalism academics, without much empirical evidence about what kind of work the field actually engages in. This paper attempts to map the relatively young field of Australian journalism research by presenting the results of a comprehensive meta-analysis of articles published in the Australian Journalism Review between 2000 and 2010. Our findings show that, contrary to evidence elsewhere, a gender balance exists in terms of absolute numbers of authors, although a "glass-ceiling effect" is still discernible. Queensland universities dominate the publications, and most studies employ qualitative rather than quantitative methods. Journalism education is the most popular topic, yet a large variety of topics are evident overall. Despite a heavy focus on Australia, and to a smaller extent New Zealand, the journal also displays a sizeable international touch.

Ceilings and Floors? Gender Wage Gaps by Education in Spain

Revised: 2006-11.-- Published as an article in: Journal of Population Economics, 2007, vol. 21 issue 3, pp. 751-776.

Techos de cristal y suelos pegajosos en la vida laboral de la mujer

Español: La diferencia salarial y las dificultades que sufre la mujer para ascender en el mercado laboral nos ayudan a comprobar que existe algo invisible que separa las oportunidades de mujeres con respecto a la de los hombres. Con ganas de entender cuál es la situación de la mujer trabajadora en España, primero realizaremos un análisis en base a su formación y conciliación familiar, observando lo bien formadas e involucradas que están en sus responsabilidades familiares. Posteriormente, basándonos en estudios científicos, analizando el comportamiento de la brecha salarial a lo largo de los cuantiles de la distribución salarial, observamos que existe un suelo pegajoso entre los menos formados y un techo de cristal entre los más formados en España. Port otro lado, vemos como la brecha salarial varía según el sector de trabajo (público y privado) y según el país europeo. Ante estas diferencias, no justificadas por diferencias en productividad, las mujeres necesitan políticas efectivas que mejoren esta situación y aseguren igual salario por igual trabajo.

A participação da mulher nos órgãos da administração societária no Brasil: obstáculos e perspectivas

Dada uma situação sistemática e estrutural de sub-representação feminina nos órgãos da alta administração das companhias, o presente estudo pretende investigar as políticas que vêm sendo implantadas para tratar da questão, afim de escrutinar algumas possibilidades de modelos regulatórios e de políticas passíveis de serem adotadas no Brasil, vez que o País ainda não conta com nenhuma política direcionada às desigualdades de gênero reproduzidas nas grandes organizações empresárias. Assim, no intuito de conduzir uma avaliação crítica das iniciativas para a questão, selecionaram-se algumas das políticas consideradas mais representativas de cada um dos modelos regulatórios identificados - todavia, sem a pretensão de esgotar todas as políticas já em vigor, a respeito do tema. Para balizar a discussão proposta, adota-se como referencial teórico a teoria do contrato organização tal como relida por Calixto Salomão Filho, dado que permite rediscutir, criticamente, as estruturas societárias mais adequadas para organizar a representação de interesses que não exclusivamente os dos acionistas, na consecução da atividade empresária. Realiza-se uma pesquisa bibliográfica e qualitativa. Para tanto, faz-se útil o método de análise de conteúdo, que permite o estudo de textos teóricos e legais, para se construir, a partir dos objetivos traçados, um sistema analítico de conceitos a ser aplicado na análise crítica das políticas e dos modelos regulatórios que incentivem o incremento da diversidade de gênero nos conselhos de administração das companhias brasileiras. Além de modelos de políticas públicas vinculantes, co a imposição de quotas, vislumbram os modelos autorregulatório puro e corregulatório, como possíveis de serem adotados para o tema, dado os mecanismos indutores de melhores práticas de governança corporativa já em vigor no País para temas econômico-financeiros.

Achieving Gender Equality

This essay asserts that both men and women must work together to break the ubiquitous glass ceiling in the sciences.

Les derniers écueils vers la parité politique en Belgique: Une analyse des élections régionales de 2004

In Belgium, gender-parity has been compulsory for all party lists (in local, regional, federal and European elections) for several years. As a result, the proportion of women has risen from a fourth up to a third of the deputies. Yet, strict parity is still far from realised. This article seeks to establish what causes this glass ceiling, namely the parties' reluctance to place female candidates in the top positions or even as the front-runner. In a proportional representation system with half-open lists, and especially when the constituencies are small, this automatically leads to a smaller proportion of women among the elected deputies. One important reason for the parties' reluctance to rank female candidates higher is their assumption that women are less effective as "election locomotives" than men. However, the analysis of the Belgian election results makes clear that this is not the case. Female candidates in top positions are as successful as their male counterparts. © (2008) Swiss Political Science Review.