Chancengleichheit Durch Personalpolitik
DOI: 10.1007/978-3-8349-9560-5_4
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Programme und Maßnahmen zur Realisierung von Chancengleichheit in deutschen Großunternehmen von Mitte der 1990er Jahre bis 2006 — Befragungen der Mitglieder des „Forum Frauen in der Wirtschaft“

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“…This trend however is not surprising; female managers have gradually moved to the fore of public opinion in the last 10 years and the resulting social pressure is most relevant for large companies. Specific programs that companies can engage in to increase the percentage of female managers include the following: the introduction of diversity responsibilities such as a diversity commissioner, the elimination of distorted perceptions of female managerial abilities via trainings and workshops, programs to facilitate the integration of work and family activities, and the reduction of social isolation via mentoring programmes and networking events (Kalev et al 2006;Krell 2008;Noe 1988;Süß 2008).…”
Section: Literature Reviewmentioning
confidence: 99%
“…This trend however is not surprising; female managers have gradually moved to the fore of public opinion in the last 10 years and the resulting social pressure is most relevant for large companies. Specific programs that companies can engage in to increase the percentage of female managers include the following: the introduction of diversity responsibilities such as a diversity commissioner, the elimination of distorted perceptions of female managerial abilities via trainings and workshops, programs to facilitate the integration of work and family activities, and the reduction of social isolation via mentoring programmes and networking events (Kalev et al 2006;Krell 2008;Noe 1988;Süß 2008).…”
Section: Literature Reviewmentioning
confidence: 99%