A Study on the Existence of ‘Glass Ceiling’ Faced by Female Managers in Hotel Industry in Malaysia

Findings and Conclusion: This research shows that women are still unrepresented in top management globally. The difference in performance of the companies in the same country and same industry implies that diversity serves a competitive differentiator. Certain companies focus on gender diversity and others focus on ethnic and racial diversity but no company in the top quartile focus on both. Companies which have greater diversity are able to attract top talent, improve internal and external customer satisfaction, improve decision making and hence improve

The hospitality industry is a very lucrative and rewarding career choice. Choosing a career in this field is not for the faint at heart. A career in this industry requires an individual that is ambitious, self-motivated, and has a charismatic personality. However, the hard work comes with many personal and financial rewards. Hospitality covers all careers that can come underneath the lodging, restaurants, event planning, theme parks, transportation, and tourism. However, this paper will go in depth explaining the role of general management, growth of employment, and human

In the United States, study after study continues to show that women have fewer opportunities to advance in the workplace than men. These disadvantages are a result of society’s views of women in leadership positions and how women may view themselves in these roles. Women have been making progress in terms of equality in pay and job positions, but significant gaps remain. Women who strive to be promoted into higher levels of responsibility in their companies often meet resistance that prevents them from achieving the goal of a senior or executive level of management. This barrier is referred to as the “glass ceiling” and it is a controversial issue in our country today. The glass ceiling called this because women are able to see the higher level positions, but can reach them because of an intangible barrier. One can look at the Fortune 500 companies, which are the most successful companies in the U.S. in terms of revenue to see how few women are in leadership positions. Clearly, women are significantly underrepresented in these companies, as less than 5 percent of these companies have female chief executive officers (CEO) today (Dockterman 105). Providing the opportunity for women to move into management positions, like CEOs, would bring a unique talent and a new perspective on how the company can operate to perform better (Buckalew 147). The “glass ceiling” is a real obstacle that creates an intangible barrier that puts women at a disadvantage in advancing in a company.

Gender relations - Do stereotypical mind-sets around gender relations lead to gender inequality in this workplace? Do work structures disadvantage women? Is there an alignment of managerial attributes with gender stereotypes, such that male attributes of competitive spirit and technical competence are given

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

Research on networking shows that women are less likely to choose partners with power and authority (Ibarra, 1992, 1993; McGuire, 2000). Lyness and Thompson (2000) found that both genders report different social and professional experiences in reaching top management. This study represents how gender stereotyping affects the women of the workplace and their struggle to reach upper management. Overall trying to bring awareness of gender stereotypes that are not being taken seriously.

This article reveals the disparities in the workplace due to gender stereotypes favoring men over women in executive positions. Women have a much more difficult path to obtain executive positions, and maintain them. This article helps by showing the number of high-level women in fortune 500 companies. U.S. Department of Labor indicates that women occupy more positions in executive and managerial roles. However, with closer examination of Fortune 500 companies, only two women occupy the position of CEO opposed to their

The research study known as, ‘Women in the Workplace 2016’, conducted a survey through LeanIn.org and McKinsey & Company. Although not relating directly to the government workforces, the indicated research reveals significant statistics in reference to the inequality of women in America. The survey is given to over 30,000 employees to uncover their attitudes on gender, job satisfaction, ambition and work-life issues. “For every 100 women promoted to manager, 130 men are promoted.” The higher the position in careers, the less women are able to acquire high; manager or CEO positions for many reasons and one of them is that it is more difficult than men when discussing with others regarding a promotion. “Women are negotiating as often as men—but face push back when they do. Women who negotiate for a promotion or compensation increase are 30% more likely than men who negotiate to receive feedback that they are ‘bossy,’ ‘too aggressive,’ or ‘intimidating.’”

The role of the glass ceiling is acting as invisible barriers that kept women from achieving a higher position or leadership roles as men. This metaphor makes women to believe that if they pass the ceiling or barrier full of expectation, then they will obtain an equal level of jobs and position as men. However, women are facing more obstacles than the glass ceiling measure for attaining leadership roles. One general obstacle that women often face is gender discrimination. For example, in the article where Allice H. Eagly described president Richard Nixon discriminate women for erratic and emotion being as compare to men. The gender discrimination is what resistance women for most jobs opportunity and high wage but it has the positive effect on men to have high wage, fast promotion and superior qualification.

Over the past decade, fortune 500 companies have appointed women to top job positions for instance, from Mary Barra at General Motors to Indra Nooyi at Pepsi co. and Ginni Rometty at IBM (CIPD, 2015). Despite this career advancement, majority of women in middle and top management positions are still highly affected by this glass-ceiling in the workplace. In spite of the current state of female empowerment, notable achievements and involvement of women in high corporate settings, Powell and Graves (2003) states that only 10% of senior managers in fortune 500 companies are women, less than 4% of the uppermost ranks of CEO, vice-president and executives and less than 3% of top corporate earners. Statistics also suggest that as women approach the top of the corporate ladder, many appear downcast in the workplace. To understand the current situation of gender in the workplace, this section of this essay address some of the major issues associated closely to the existence of the glass ceiling and how this affects organizations today, it then recommends significant roles for HR to

In this taking sides chapter, the author addresses the well-known debate on whether women experience barriers due to society norms and expectations of their abilities to be a leader or is there an evolutionary preference to choose men over women. On the yes side, the author expresses the numerous statistics that prove women have a barrier stopping them from climbing the career ladder and making it to the very top. To further explain this phenomenon the author uses a metaphor that is also well known called the glass ceiling when referring to women and the obstacles they face. The metaphor describes women climbing the career ladder while viewing their ultimate career goal, but hits the ceiling preventing them to go any further when they almost

Several theories have been utilized to guide research exploring the glass ceiling metaphor. The social role theory explains the labor division between men and women and the difference in their leadership style (Sabharal, 2015). Men are regarded as more agentic- aggressive, dominant, and independent. Women behaviors are more communal- empathetic, nurturing and kind. This theory posits that individuals might question the capacity of women in leadership roles, because requirements of leadership contradict the social role of women (Sabharwal, 2015). Because men majorly occupy leadership roles, it is largely assumed that leadership demands male-like personas. Therefore, women are judged less favorably when seeking management positions. Moreover, managers are less likely to promote women because of their social responsibility as mothers, which ascribe the primary responsibility of family (Sabharwal, 2015). Role incongruity and the perpetuating masculine stereotype contribute to the challenges women face in leadership positions (Sabharwal, 2015).

In the global market, female’s advancement and progression in the various workplaces have taken tremendous strides for the past five decades. However, several studies demonstrate that in spite of the rising number of female employees in different management positions, managerial positions across the world continue to be dominated by the male gender. By presenting the current existence of women in several leadership positions as compared to the period between the late 1960s to the 1990s, where the female percentage in those positions was very small. However, different media, as well as cultural reference, assume the disparity that exists and celebrate it. Occasionally, authors have criticized such discriminative practices on various grounds since, in some part of the world, women getting promotions in their respective workplace is illusionary. Thus, a manager hesitant to consider the promotion of a woman based on existing beliefs and vices about the women’s role in the society is the core thesis upon which the discussion of this paper will be based.

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

Q17: How do you think a workplace can be improved to be more 'equal' on the gender differences? (Multiple answers are allowed)