Perceived barriers for women's career progression and its impact towards job performance in multinational companies in Malaysia

Yusoff, Irma Yazreen Md; Kassim, Zorah Abu; Nagarani, Seenivasa

doi:10.1109/isbeia.2011.6088838

Cited by 3 publications

(4 citation statements)

References 43 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The participation rate of women in the Malaysian labour market in both public and private sectors (46 per cent, 2009) lags behind that of countries such as Thailand (70 per cent), Singapore (70 per cent) and Indonesia (52 per cent). In public sector organisations, women's participation in management levels has increased slowly from approximately 5 per cent in 1990 to 10 per cent in 2009 (Yusoff et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

Networking behaviours and managers' career success in the Malaysian public service

2013

View full text Add to dashboard Cite

Purpose – This paper aims to examine the relationships between networking behaviours objective and subjective career success, and the moderating role of gender on these relationships among Malaysian public sector managers. Design/methodology/approach – The study utilised a cross-sectional design and surveyed 288 randomly selected public sector managers who were employed full-time. Findings – Increasing internal visibility was the only form of networking that related to both monthly gross incomes and subjective career success. Gender did not moderate the relationships between networking behaviours and the career success measures. Research limitations/implications – The public sector and cultural contexts of the study may limit the generalisability of the findings. However, the paper did find that the measures used were appropriate and valid. Practical implications – The study highlights the importance of internal networking and the value of training managers in networking skills. Originality/value – The study contributes to the emerging literature on the career success of managers in non-Western countries.

show abstract

Section: Introductionmentioning

confidence: 99%

Networking behaviours and managers' career success in the Malaysian public service

2013

View full text Add to dashboard Cite

show abstract

“…European Economic Letters ISSN 2323-5233 Vol 14, Issue 2 (2024) http://eelet.org.uk (Cooper, 2001;Eyring & Stead, 1998;Hancock & Hums, 2016;Mirza & Jabeen, 2011;Ragins, Townsend, & Mattis, 1998;Tlaiss & Kauser, 2010;Walker & Aritz, 2015) Culture of Organization (Cooper, 2001;Eyring & Stead, 1998;Li & Wearing, 2001;Linehan & Scullion, 2001;Mathur-Helm, 2006;Mattis, 2004;Shoaib, Khan, & Khan, 2010;Tabak, 1997;Walker & Aritz, 2015) Work-life balance/ family friendly policies (Cooper, 2001;Eyring & Stead, 1998;Shoaib, Khan, & Khan, 2010;Tlaiss & Kauser, 2010) Recruitment Practices (Cooper, 2001;Hancock & Hums, 2016;Lemons, 2003;Mathur-Helm, 2006;Mirza & Jabeen, 2011;Oakley, 2000;Shoaib, Khan, & Khan, 2010;Weyer, 2007;Yusoff, Kassim, & Seenivasa, 2011) Perceptions, Beliefs and Stereotypes (Bucklew et al, 2012;Cooper, 2001;Oakley, 2000;Rhoads & Gu, 2012;Sanders, et al, 2008).…”

Section: Available Studiesmentioning

confidence: 99%

“…Old boy network (Eyring & Stead, 1998;Oakley, 2000;Ragins, Townsend, & Mattis, 1998) Behavioural double binds (Kay & Brockman, 2000;Oakley, 2000;Tandrayen-Ragoobur & Pydayya, 2015;Walker & Aritz, 2015;Yusoff, Kassim, & Seenivasa, 2011;Mathur-Helm, 2006;Mattis, 2004)) Flexibility in working (Kay & Brockman, 2000;Oakley, 2000;Tandrayen-Ragoobur & Pydayya, 2015;Walker & Aritz, 2015;Yusoff, Kassim, & Seenivasa, 2011) Pay Differentials on basis of gender (Lemons, 2003;Mathur-Helm, 2006;Cooper, 2001;Eyring & Stead, 1998;Hancock & Hums, 2016;Linehan & Scullion, 2001;Mathur-Helm, 2006;Mattis, 2004;Tlaiss & Kauser, 2010;Yusoff, Kassim, & Seenivasa, 2011) Absence of Mentors/Role Models (Linehan & Scullion, 2001;Mirza & Jabeen, 2011;Tabak, 1997) Personal Factors/Personality Traits (Mattis, 2004) Unsupportive supervisors/colleagues and subordinates of opposite gender (Mirza & Jabeen, 2011;Tabak, 1997) Societal barriers…”

Section: Available Studiesmentioning

confidence: 99%

An Exploratory Study of Barriers in Career Advancement of Women as Leaders in Higher Educational Institutions.

2024

European Economic Letters

View full text Add to dashboard Cite

Women predominate the teaching profession both in India and abroad because it has always been viewed as a "suitable" profession for them. Despite the high proportion of women in the sector, they are significantly underrepresented in managerial roles, according to statistics. Therefore, it is still a cause for concern that women are underrepresented in senior managerial roles within educational institutions. A review of studies on gender and leadership reveal that women encounter a number of obstacles when applying for leadership and management roles in the educational sector. The purpose of this study was to explore the glass ceiling barriers faced by women in higher educational institutions. A study of 98 faculty members working in higher education sector in NCR region revealed that gender and psychological constraints were the strongest glass ceiling barriers. The lack of experience in administration and family problems cause them to switch their priorities from career to family and fall behind. Women will hold far more senior positions in organisations if they cultivate a mindset that is more focused on their careers.

show abstract

“…Networking (Bain & Cummings, 2000;Cooper, 2001;Eyring & Stead, 1998;Lemons, 2003;Li & Wearing, 2001;Linehan & Scullion, 2001;Mathur-Helm, 2006;Mattis, 2004;Mirza & Jabeen, 2011;Tlaiss & Kauser, 2010;Walker & Aritz, 2015) Mentoring (Cooper, 2001;Eyring & Stead, 1998;Hancock & Hums, 2016;Linehan & Scullion, 2001;Mathur-Helm, 2006;Mattis, 2004;Tlaiss & Kauser, 2010;Yusoff, Kassim, & Seenivasa, 2011) Management perception & Company culture (Cooper, 2001;Eyring & Stead, 1998;Hancock & Hums, 2016;Mirza & Jabeen, 2011;Ragins, Townsend, & Mattis, 1998;Tlaiss & Kauser, 2010;Walker & Aritz, 2015) Gender stereotypes (Cooper, 2001;Hancock & Hums, 2016;Lemons, 2003;Mathur-Helm, 2006;Mirza & Jabeen, 2011;Oakley, 2000;Shoaib, Khan, & Khan, 2010;Weyer, 2007;Yusoff, Kassim, & Seenivasa, 2011) Gender pay gap (Kay & Brockman, 2000;Oakley, 2000;Tandrayen-Ragoobur & Pydayya, 2015;Walker & Aritz, 2015;Yusoff, Kassim, & Seenivasa, 2011) Facilities provided by the organization…”

Section: Variables Authorsmentioning

confidence: 99%

Glass Ceiling or Personal Barriers: A Study of Underrepresentation of Women in Senior Management

Ayub

Khan

Khushnood

2019

GSSR

View full text Add to dashboard Cite

The glass ceiling has been termed the factor for underrepresentation of women in higher management positions. Pakistani society is believed to be dominated by men in all walks including positions in higher management. The purpose of this study is to explore whether it is the glass ceiling or the personal barriers that result in the underrepresentation phenomena of women in higher management. This exploratory study has surveyed, through a semi-structured interview, the middle and higher-level women manager from private organizations located in the twin cities of Rawalpindi and Islamabad. The findings suggest that it is not only glass ceiling barriers but also personal characteristics that hinder womens professional growth. The study also contributes to identifying personal and glass ceiling barriers and their relative importance.

show abstract

Perceived barriers for women's career progression and its impact towards job performance in multinational companies in Malaysia

Cited by 3 publications

References 43 publications

Networking behaviours and managers' career success in the Malaysian public service

Networking behaviours and managers' career success in the Malaysian public service

An Exploratory Study of Barriers in Career Advancement of Women as Leaders in Higher Educational Institutions.

Glass Ceiling or Personal Barriers: A Study of Underrepresentation of Women in Senior Management

Contact Info

Product

Resources

About