This article reports the results of the second phase of a research study on the career development and aspirations of women in middle management in business firms in the USA. The major method of this research study was the individual case study. Case studies relied on in-person and/or telephone interviews with the same 30 women managers who participated in the first phase of the study in 1995. The majority of the women managers worked for Fortune 500 companies and were located throughout the USA. The findings of the study revealed that the majority of the women managers have not attained the positions to which they ultimately aspire. The majority do not believe they are progressing as rapidly as they think they should. However, the majority of the women managers continue to aspire to top level management positions and they believe that it is very realistic that they will attain these positions.
This article reports the results ofa study on the career development and aspirations of women in middle management positions in businessfirms. fne major research method was individual c u e studies, which relied onfuce-toface interviews with a sample of thirty women in middle management positions injfteen Fortune 500 companies. The studies revealed the factors most pertinent to their success and the bamers that have most frequently hindered their career development or progression. The studies also disclosed that the majority aspire ultimately to attain top management positions and believe it is either very realistic or somewhat realistic that they will succeed. Initiatives that HRD professionals and corporate leaders can take to maximize the human resource of women managers are also suggested.According to the U.S. Bureau of the Census (1986, p. 390), in 1950 fewer than 35 percent of U.S. women worked outside the home. By 1960, the number had climbed slightly, to almost 40 percent. In 1985, for the first time in history, more than 50 percent of US. women were in the workforce. Furthermore, this percentage has continued to increase each year. The trends indicate that, through the year 2000, the majority of the 25 million new entrants into the job market will be women. Johnston, in his 1987 book Workforce 2000, estimated that by the year 2000, native-born white males--long the corporation's main source of managerial and executive talent-will account for only 15 percent of the net increase in the workforce while native-born women will make up 55 percent (p. 85). The rest will be minority men and immigrants.As the numbers of women working have changed, so have their roles. Women were once thought of as transient employees who worked only to purchase luxuries, to supplement household income, or to provide additional spending money; however, women's income is now relied upon by most twoearner families. It is predicted that by the year 2000, the husband and wife in
This article reports the results of a study on the current status andfuture trends in diversity initiatives in the workplace as perceived by a group of twelve experts. The experts were surveyed through in-depth, open-ended telephone interviews. The study identified barriers that have inhibited the employment, development, retention, and promotion of diverse groups in the workplace and the signijcantfactors that are influencing diversity initiatives. It revealed that the primary reasonsfor managing diversity are to improve productivity and remain competitive, to form better work relationships among employees, to enhance social responsibility, and to address legal concerns. This article presents these findings us well as the best strategies for managing diversity. It also discusses components of an effective diversity training program andfuture trends related to diversity.
Business organizations today are faced with numerous challenges: increased globalization, rapid technological advancements, and the need to retain a highquality-and thus highly employable-workforce, to name a few. In an effort to increase employee retention and satisfaction, among other reasons, many organizations have implemented formal mentoring programs as a human resource development (HRD) strategy. A formal mentoring program is an organized mentoring program managed by the organization that typically uses a systematic selection and matching process (Chao, Walz, & Gardner, 1992). Such programs can take on a variety of forms, from a traditional one-to-one pairing of a senior level employee mentoring a new or less experienced employee to a group mentoring process in which a number of employees essentially mentor each other in a group setting (Dansky, 1996). The relationship often results in benefits on many levels: the mentor and protégé develop 421
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