Differential Factors Influencing the Hierarchical Level and Number of Promotions of Males and Females Within an Organization

Stewart, Lea P.; Gudykunst, William B.

doi:10.5465/256082

Cited by 29 publications

(33 citation statements)

References 12 publications

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“…Stewart and Gudykunst (1982) suggested that this category of variable has a greater impact among women than among men. A number of studies have shown that men and women hold different values and are motivated by different things (Schein et al, 1989).…”

Section: Hypotheses and Theoretical Frameworkmentioning

confidence: 99%

“…Very little work has been done on the effect of human capital on the number and speed of promotions. However, Stewart and Gudykunst (1982) concluded that human capital may explain up to 47% of the variation in the number of promotions obtained by men, but only 25% for women.…”

Section: Hypotheses and Theoretical Frameworkmentioning

confidence: 99%

“…Some researchers have examined the problem from the standpoint of values and motivations at work (Jaskolka et al, 1985). Male values and motivations seem to be closer to those held by enterprises (Markham, 1987;Stewart and Gudykunst, 1982). Finally, some structural barriers also seem to have an effect on the career success of female managers (Blum et al, 1994;Groshen, 1990), and certain organizational and sector-based factors appear to explain gender-based differences in career success (Cannings, 1991;Hannan et al, 1990).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Managerial career success in Canadian organizations: is gender a determinant?

Chênevert¹,

Tremblay²

2002

The International Journal of Human Resource Management

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Section: Hypotheses and Theoretical Frameworkmentioning

confidence: 99%

Section: Hypotheses and Theoretical Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Managerial career success in Canadian organizations: is gender a determinant?

Chênevert¹,

Tremblay²

2002

The International Journal of Human Resource Management

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“…Human capital theory emphasizes the rational choices made by women whether to invest in formal qualifications and skill development (Becker, 1985) since, spending less time in the labour force, women have less incentive to invest in their marketable capital (Warren et al, 2001). Men's progress at managerial levels benefits from greater mobility across jobs and within organizations (Stewart and Gudykunst, 1982), while women's careers are more likely to be interrupted with periods of non-wage and non-standard (e.g. flexible hours) work that interfere with accumulated service.…”

Section: Human Capitalmentioning

confidence: 99%

Beneath the glass ceiling: Explaining gendered role segmentation in call centres

Scholarios

Taylor

2011

Human Relations

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Although the call centre is much researched, the literature on gender remains surprisingly undeveloped given the importance of this setting for women's employment. This study of role segmentation in four call centres demonstrates women's disproportionate representation in more routinized mass production roles, as opposed to higher status or managerial grades. It also analyses three explanations -human capital, domestic status and supervisor career support. The evidence shows that women face a 'glass ceiling', first, on entry to the call centre in terms of human capital disadvantage and levels of domestic constraint and, second, within the call centre in their ability to secure supervisor support for career opportunities. We argue that even for women with similar career aspiration and human capital to men, domestic responsibilities create obstacles before they reach the glass ceiling, especially for managerial roles, and contribute thereafter to reinforcing their concentration in more intensive, lower status work.

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“…Zahlreiche Studien zeigen seit Jahrzehnten relativ unverändert einen bedeutenden gender pay gap zu Ungunsten von Frauen und zwar auch dann, wenn Aspekte wie Alter, Ausbildung, Berufserfahrung und Leistung statistisch kontrolliert werden (Cox/ Harquail 1991 (Stewart/Gudykunst 1982;Tucker 1985;Cannings 1988;Autenrieth/Chemnitzer/ Domsch 1993, 122).…”

Section: Stand Der Forschungunclassified

Berufliche Chancengleichheit von Frauen und Männern. Eine empirische Untersuchung zum Gender Pay Gap

Strunk

Hermann

2009

German Journal of Human Resource Management: Zeitschrift für Pe

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In der Diskussion um die berufliche Gleichstellung der Geschlechter spielt die bedingte Chancengleichheit eine wichtige Rolle. Bei gleichen Ausgangsbedingungen sollten Frauen wie Männern die gleichen Karrieremöglichkeiten offen stehen. Die Analyse der Karrieren von 43 Absolventinnen und 51 Absolventen wirtschaftswissenschaftlicher Studiengänge der Wirtschaftsuniversität Wien zeigt dramatische Gehaltsunterschiede, obwohl die beiden Gruppen sich in Hinblick auf 26 karriererelevante Variablen nicht unterscheiden. Als potentiell erklärende Variablen wurden zudem Karenzzeiten, geleistete Wochenarbeitszeit im Karriereverlauf und die Organisationsgröße zum Berufseinstieg herangezogen. Auch diese Größen können den gender pay gap nicht erklären.

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Differential Factors Influencing the Hierarchical Level and Number of Promotions of Males and Females Within an Organization

Cited by 29 publications

References 12 publications

Managerial career success in Canadian organizations: is gender a determinant?

Managerial career success in Canadian organizations: is gender a determinant?

Beneath the glass ceiling: Explaining gendered role segmentation in call centres

Berufliche Chancengleichheit von Frauen und Männern. Eine empirische Untersuchung zum Gender Pay Gap

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