A Relationship Between Gender, Career Paths, And Career Success

The first question asks what factors can influence an employee’s chances of receiving a promotion? The second question asks are these factors enough to explain the lack of women in management positions? And the third question asks are African-American women less likely to obtain promotions compared to Caucasian women? Included with these questions are several hypotheses. The first hypothesis is women are less likely to be promoted compared to their male counterparts. The second hypothesis is African American women are less likely to be promoted for management positions compared to Caucasian women. The third hypothesis is African American women are also less likely to receive the same pay as Caucasian women, regardless of education, or experience. Key variables in these hypotheses are race, gender, pay wage, and promotions

In this article Anderson and Hansson explore the behavioural differences between women and men in managerial positions and propose explanations for the differences and similarities. The authors used data gained through questionnaires of public managers, that measured their leadership style, decision making styles, and motivation profile as to eliminate any effects of organizational differences on leadership behaviour. This investigation employs three dimensions of leadership behaviour – leadership style, motivation

with MBA degrees said that gender was a factor in a missing raise or promotion.” Because they

This myth has been perpetuated throughout history and in result; we have barriers such as the glass ceiling in existence. If we were to pull up a list of the Board of Directors for any given company, the probability of it being a predominately male group is high. This notion alone shows how companies have continued to dwell in olds days where men are considered more capable than women. The Glass ceiling effect has continued to place barriers against women endeavor in achieving success in their careers and participation in their work place. Women have not been able to realize their potential in their work places since they are not offered equal chances as compared to their men counterparts who enjoy great opportunities in organizations. The fact that an organization is ran by men, may cause an adverse effect on the performance of men. Obviously, a man thinks differently than a woman. It is likely that a decision made by men only is likely to ignore the interests of women in the organization. This creates a domino effect because it affects the woman’s performance in business since they only get limited chances to learn, and limited job assignments that will enhance their skills. Hence, low or limited skills and experience will lower their overall

Behrend, T. S., Thompson. L. F., Meade, A. W., Grayson, M. S., & Newton, D. A. (2007, April). Gender differences in career choice influences. Paper presented at the 22nd Annual Meeting of the Society for Industrial and Organizational Psychology, New York.

A sample is a group of people chosen from a population to embody the population in the experiment, whereas a population is the complete group of the people that pertain to the research subject (Gravetter & Wallnau, 2014). An example of this would be if a researcher was doing a study on children with no siblings in Michigan, the population would be every only child and the sample would be a smaller group of only children to represent the larger group. The reason why a person would not use the entire population is because, although you would get a more accurate result, it also would be too difficult to attain an answer from every only child on Michigan. It is therefore easier to get an estimate to gauge the closest accuracy with a smaller sample set.

I would like to start by mentioning that there may be decision making abilities and cultural differences that are affected by gender. Women are usually expected to be nurturing and less aggressive than men. Under attribution theory (ORGB), female managers may be less likely to attribute their success to their own abilities. It is not hard to guess that management may end up not having an entirely accurate assessment of a woman’s skills due to her modesty in that area.

"Women 's advancement often stops short of the general management level" as a partial result of discrimination by white men in positions of power, which include the differences of developmental job assignments they are afforded (Ohlott 46). "Developmental job assignments have been found to be one of the most important factors in preparing both men and women for upper-level management positions" (Ohlott 46 - 47).If women do not experience these same job assignments, they may be less prepared than men for handling future upper-level management jobs. These types of job assignments lead to high-level positions, make managers more visible, and prepare them for future jobs. With men being in the top ranks

2- Income and status inequality between men and women: Wage disparity between men and women is often a result of organizational structure. Throughout different professions, the pay gap is not a reflection of performance, but rather a reflection of management’s discretionary assignments to employees based on sex. The social environment of many professions gives men a strong advantage to higher ranking, higher paying positions.

This study analyzed the effect of reporting to a female supervisor on pay inequality, and examined how the state’s political climate conditions this relationship; extended research focused on the determinants of the gender wage gap by examining sex-of-supervisor effects on subordinates’ pay, and to what degree the state’s commitment to equality conditioned this relationship. The 1997 and 2002 National Study of the Changing Workforce surveys were pooled to estimate hierarchical models of reporting to a female supervisor. Competing hypotheses were developed regarding the impact of female supervisors on the gender pay gap to understand the effects on inequality when women held positions of power. It was found that after nearly four decades of

One of the problems faced by Roy and Jones Inc. is that they tend to avoid promoting their female executives for senior positions when opportunities arise in their offices abroad. This is indirectly saying that males are the one who should be promoted for the higher positions. The female executives might

Gender in Management: An International Journal Vol. 26 No. 3, 2011 pp. 220-233 q Emerald Group Publishing Limited 1754-2413 DOI 10.1108/17542411111130981

Because this, I believe women 's ambitions in a majority of cases are set lower. Some of the contributing factors to this can be as diverse as low self-esteem to parenthood. Also, the mindset and belief of a glass ceiling above them discourages them in believing that they can achieve and rise to the high positions. They also tend to be more cautious when applying for a job as their goals tends to change with their outside environment. For example, family life, childcare and fear of failure are all factors in which they must consider before committing to a new job. However, women who have climbed the corporate ladder have proven their managerial skills. Research conducted by McKinsey & Co (N.D. cited in ILM report) has proven a positive correlation between a company’s performance and the proportion of women serving on its executive board. It also states that they outperform their sector in terms of return on equity, operating results and stock price growth.

Predominantly, whatever studies have been conducted in the past concerning the career enhancement, have been unable to portray various issues related to the work environment in a balanced manner (Tharenou, 1999). These studies have ignored the fact that women’s modus operandi is somewhat complicated due to their family liabilities (Hochschild, 1997). Hence, there is a need that if a certain research is conducted that sheds light on just women minus the inclusion of men, a certain degree of clarity on the subject that will be achieved in the final analysis (Metz, 2003).

These factors emphasize on the male attitudes towards women as the “weaker sex” and that they were expected to work in certain areas for certain task only. In addition, (Frank, 2001) also indicate that for example that Chinese woman prefer a male manager. Living in Malaysia as a multiracial country, we agreed that it is true that not only the Chinese but in general that most of our people prefer a male than the female manager in working environment. In order to overcome this situation, the advantage of networking is possible. However the culture exists restrain the women managers from entertaining their business associates in private clubs or on the golf course. It is more known as the men’s field to suit this type of socializing. Because of such exclusion, women managers have limited opportunity to socialize with influential executives who could help their career development.