This article is based on a current research, combining quantitative (human resources figures and statistics) and qualitative data (60 interviews with career managers, top managers and high potential talents, both men and women), conducted in a major French utility company on the subject of diversity and more specifically on the issue of women's access to top management positions. The main purpose of this research is to understand the difficulties women may encounter in the course of their occupational career linked to organizational aspects, including the 'glass ceiling' processes, informal norms related to management positions (such as time and mobility constraints) and social and cultural representations attached to leadership. The other perspective of this research focuses on the different strategies women and men build either to conform to the organizational norms or bypass them. The issue of work-life balance are therefore addressed both from a corporate/organizational standpoint and an individual and family perspective.Keywords: managerial career, work-life balance, glass ceiling, women in management, organizationThe formal and informal requirements of organizational careers E ven if a great amount has been written on organizational careers since the 1960s (Dalton, 1959;Glaser, 1968), these studies have rarely focused on the articulation between work and private life, as if it was possible to separate these two spheres of life. Conversely, women's management studies have shown the importance of combining paid and unpaid work in the analysis of women's difficulties in accessing power. Inspired by the American
‘Bargained equality’ reflects wider characteristics of French employment relations whereby state‐driven collective bargaining is a major mode of regulation but is based on weak workplace bargaining cultures outside the largest firms. This article focuses on duties on French employers to bargain on gender equality. It presents findings of a project evaluating workplace agreements and plans on gender equality, based on a sample of 186 agreements submitted in 2014–2015, in 10 sectors, and in‐depth interviews in 20 companies. Despite a rise in formal compliance due to stronger enforcement since 2012, our analysis shows that most companies submitting plans or agreements do not systematically address quantitative measurement of pay or other gender gaps. As well as sectoral differences, the analysis also identifies ‘generational effects’: processes of change which occur as collective agreements expire and are replaced are dependent on local dynamics of bargaining. Based on this analysis, we argue that attention should be paid to the resources available to local bargaining actors, in order to promote an equality agenda.
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This article proposes to study the discreet ‘battles of numbers’ at workplace level, particularly exacerbated on pay equity, in relation to its potential additional costs for employers. Figures are at once a framework, an object and a resource for power struggles between social partners. This approach is inspired by ‘statactivism’, a research perspective that studies the ways and contexts in which statistics can become tools for social mobilization. In a European context where bargaining is increasingly decentralized to company level, we argue that researchers should pay attention to statistical resources and quantification skills of negotiators, both on the management and unions side. They should also include in their analytical framework the influence of experts and specialists who advise social partners on how to strategically produce and use gender‐sensitive statistics. In this article, two case studies allow us to open the ‘black box’ of equality bargaining, revealing challenges and controversies of gender pay reporting.
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