Using a firm-level data base to estimate a simultaneous model of the interaction of performance, ambition, and rewards in the internal promotion process, the authors analyze differences between men and women in "managerial momentum"-sustained career progress within the firm. They find that in the Canadian firm studied, the tendency of women to rely more than men on formal bidding for promotion to secure offers of promotion deprives them of managerial momentum. Underlying the greater success of men in gaining promotion is their greater use of informal networks, a less meritocratic means than bidding of bringing one's desire for promotion to the attention of superiors, and indeed one that appears to enable men to offset performance evaluations that are on the average lower than those of women.
This research examined the association between gender composition of the work context and perceived reward and social outcomes for women and men. A nationally representative sample of 594 male and 430 female Swedish medical doctors responded to a survey asking them to report the gender composition of their medical unit, the gender of their immediate supervisors, and the gender of the head of their work organizations. Participants also responded to previously validated measures of perceived fairness, discrimination, organizational support, exclusion, and gender harassment. Findings indicated that: 1) women who worked in medical units with a larger percentage of men reported more gender harassment; 2) women who had a male supervisor reported less organizational support; and 3) women who worked in an organization with a male head reported more gender discrimination. For men, gender composition was unrelated to any of the outcome measures.
Over the past three decades, women have represented an increasing proportion of newly employed four‐year college graduates, in Japan. We analyze the determinants of female representation among these new recruits in terms of the supply of female four‐year college graduates, the desire of Japanese women to participate in the paid labor force, shortages of male four‐year college graduates, and the impact of the Equal Employment Opportunity Law (EEOL) that went into effect in April 1986. Multivariate regression analysis reveals that the supply of female four‐year college graduates and the EEOL account for the rising proportion of women among university‐educated recruits into the paid labor force. We go on to explore the enhanced, but still limited, career opportunities that have opened up to Japanese women under the EEOL, and we relate their progress to the recent debate over the use of the “mommy track” in managerial hierarchies in the United States.
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