Understanding the Hiring of Women and Minorities in Educational Institutions

Konrad, Alison M.; Pfeffer, Jeffrey

doi:10.2307/2112848

Cited by 98 publications

(72 citation statements)

References 41 publications

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“…The result is a clustering of female leaders within some areas, and a marked absence in other areas. The findings support studies that show that historical organisational gendered patterning is resilient to change (Konrad and Pfeffer 1991;Opp and Gosetti 2002). Areas of work traditionally defined as male and masculine (Connell 2006) are particularly difficult spaces for women to manoeuvre themselves into.…”

Section: Introductionsupporting

confidence: 83%

Organisational and occupational boundaries in Australian universities: the hierarchical positioning of female professional staff

Simpson

Fitzgerald

2013

Studies in Higher Education

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The effects of gender on organisational structures for professional university staff have been largely overlooked in the literature. Using data from one Australian university, we examine the location of professional female staff in the organisational hierarchy. Our analysis indicated that significant gendered segregation existed within and across role level, function, and position title. Women comprised the majority of university professional staff yet the minority of senior administrative positions. Those women who were in senior executive positions were clustered in support areas at the fringe of the decision-making powers of the university. At mid-level management, where numbers of males and females were equivalent, evidence indicated that women assumed a level of greater responsibility yet at lower salary levels. These factors all contribute to professional women's invisibility within the new climate of higher education. This invisibility works to limit current and future career possibilities, as this article highlights.

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Section: Introductionsupporting

confidence: 83%

Organisational and occupational boundaries in Australian universities: the hierarchical positioning of female professional staff

Simpson

Fitzgerald

2013

Studies in Higher Education

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“…Moreover, when a role is predominantly held by men, people are likely to perceive it as requiring masculine skills (Leidner 1991;Ely 1995). Consistent with these processes, employers are less likely to hire and promote women when previous incumbents of the role in question were predominantly male (Konrad and Pfeffer 1991;Cohen et al 1998).…”

Section: The Intensification Of Gender Bias In High-ranking Positionsmentioning

confidence: 99%

Hierarchical Rank and Women’s Organizational Mobility: Glass Ceilings in Corporate Law Firms

Gorman

Kmec²

2009

American Journal of Sociology

200

179

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This article revives the debate over whether women's upward mobility prospects decline as they climb organizational hierarchies. Although this proposition is a core element of the "glass ceiling" metaphor, it has failed to gain strong support in previous research. The article establishes a firm theoretical foundation for expecting an increasing female disadvantage, with an eye toward defining the scope conditions and extending the model to upper-level external hires. The approach is illustrated in an empirical setting that meets the proposed scope conditions: corporate law firms in the United States. Results confirm that in this setting, the female mobility disadvantage is greater at higher organizational levels in the case of internal promotions, but not in the case of external hires.

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“…In this way, the PWFI may have worked against some women, although its intention was the opposite. Overall, the theoretical discussions, such as the masculine academic culture (Min 2002;Riger et al 1997;Simeone 1987;Xu 2008), tokenism or group dynamics in a male-dominant group (Kanter 1977), and their genderbased hiring patterns (Konrad and Pfeffer 1991;Tolbert and Oberfield 1991) seem to fit well in the experiences of women faculty.…”

Section: Pwfi At Campus Level: Reactions and Progressmentioning

confidence: 95%

Policy efforts to increase women faculty in Korea: reactions and changes at universities

Kim¹,

Yoon

McLean

2010

Asia Pacific Educ. Rev.

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Since 2001, the issue of the low ratio of women faculty in universities has been prominent in Korea because of its negative impact on female students and gender equality at the university level that has affected human resource development and utilization at the national level. To address this issue, the Korean government developed and executed an education policy, the Policy on Women Faculty Increase (PWFI) from 2004 to 2006. This paper investigated reactions to the PWFI and changes made as a result of the policy in the conservative Korean higher education context. We found that although the PWFI has particularly contributed to increasing the representativeness of women faculty in areas in which women faculty used to be rare, overall the PWFI has not made significant improvements in most participating universities due to the lack of internal motives and drivers and effective systems to support the policy. Recommendations for improvements in the policy are offered.

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Understanding the Hiring of Women and Minorities in Educational Institutions

Cited by 98 publications

References 41 publications

Organisational and occupational boundaries in Australian universities: the hierarchical positioning of female professional staff

Organisational and occupational boundaries in Australian universities: the hierarchical positioning of female professional staff

Hierarchical Rank and Women’s Organizational Mobility: Glass Ceilings in Corporate Law Firms

Policy efforts to increase women faculty in Korea: reactions and changes at universities

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