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The purpose of this study is to examine hotel managers’ perspectives on the promotion process of hotel employees based on the promoted employee’s gender, their perceived organizational justice and perceived gender discrimination against women. The moderating role of anti-male bias beliefs in the promotion process was examined.

The study adopted an experimental design (female vs male promoted) with a sample of 87 hotel managers. Data were analyzed using mediation and moderated mediation analyses.

The results indicated procedural and distributed justice mediates the effect of gender of the promoted employee on perceived gender discrimination against women. It was found that perceptions of anti-male bias moderate the relationship between gender of the promoted employee and distributed justice, demonstrating higher levels of perceived fairness within the organization when a female is promoted, especially when low levels of anti-male bias exist.

Many organizations may refrain from offering more promotional opportunities to women for fear of reverse discrimination. This research demonstrates that the organization will be perceived as fairer if it offers more opportunities to women, should create a stronger organizational culture and higher financial performance.

To the best of the authors’ knowledge, this paper is the first to address the gender inequity in promotional opportunities of hotel employees and demonstrate the overall benefit of combating such inequality. This is the first time that anti-male bias has been addressed in the hospitality context, suggesting the need for more research on reverse discrimination, especially in promotional situations.

This study examines how formal and cultural management control systems (MCSs) are used to support the promotion of gender equality through a case study of a Japanese bank.

A case study was adopted to investigate the use of formal and cultural MCSs in promoting gender equality. Primary data were gathered through semi-structured interviews with managers experienced in promoting gender equality. Then, the data were analysed by reading the interview answers repeatedly and coding interviewees' comments to generate themes.

The findings indicate that both formal and cultural MCSs can be critical aspects in promoting gender equality. The use of cultural MCS fostered norms and cultures over time that enhances the process of formal MCS to achieve gender equality. Formal MCS was also designed and utilised under the constructed norms and cultures to promote gender equality. Furthermore, the use of formal MCS contributes to shaping norms and cultures that encourage gender equality by controlling and discussing the process of promoting gender equality.

This study clarifies how formal and cultural MCSs can be used to promote gender equality, which is an unresolved issue in Japanese companies. Mechanisms for companies in male-dominated societies are also provided to promote gender equality in terms of MCSs.

This study aims to explore the mechanism of the relationships between financial and non-financial outcomes and gender equality through a case study of a Japanese bank that has consistently pursued gender equality.

A single case study was adopted to explore the outcomes of promoting gender equality. Primary data were collected from 12 semi-structured interviews. Data were analysed by rereading and coding the interview responses coded to generate themes.

Through governance reform in Company A, women have been placed in top management positions and the number of female managers has increased, allowing frontline intentions to be reflected in decision-making. The increased number of female managers has led to a decrease in female turnover, men taking parental leave, improved training of female managers and the recruitment of excellent new graduates. The appropriate allocation of jobs to female managers and employees also meets customer needs and has led to increased sales. Finally, involvement of female employees in product development in male-dominated workplaces brings women’s experiences and perspectives to product development, resulting in the development of products that are favoured by customers.

This study determined the mechanism behind the relationships between financial and non-financial outcomes and gender equality, based on agency, upper echelons, resource dependence, institutional and social role theories. It also contributes to gender equality research methodology by providing compelling qualitative stories of gender equality outcomes to increase a company’s commitment to promoting gender equality.

The purpose of this paper is to analyze the conditions for career advancement in healthcare management and examine factors that may be impeding gender equity.

The authors assess gender differences in the odds of being promoted to senior management by: analyzing the relative impact of individual, organizational and family level variables in accounting for gender inequity; examining gender differences in experiences of perceived gender discrimination and sexual harassment, as well as attitudes regarding gender equity in senior management; and by exploring gender differences in aspirations for senior management. ANOVA, χ² and logistic regression were used to analyze data from 685 respondents to the 2006 Gender and Careers in Healthcare Management Survey.

Women were significantly less likely to be promoted to senior management, even after controlling for individual, organizational and family level characteristics. One third of women healthcare managers in our study reported perceived gender discrimination in the past five years. Less than half of male healthcare managers were supportive of increasing the proportion of women in senior management positions, while over 80 percent of women were. Among those not yet promoted women were significantly less likely than their male peers to aspire to senior management positions.

The cross‐sectional nature of the data do not allow for the precise testing of the causal direction of observed relationships.

Objective and subjective measures of gender equity were evaluated. The authors' broad approach demonstrated that factors restraining gender equity operate on multiple levels and highlights the relative importance of family factors.

Proposes that the promotion decision‐making process contributes to the differential advancement of women and men in organizations. Compares the actual promotions of 13 women and 16 men at a company known for its diversity practices. Finds that bosses are more hesitant to promote women and require them to demonstrate personal strength and to prove themselves extensively before they get a promotion. Men are less likely to have promotions accounted for in terms of familiarity with job responsibilities and are more likely to have a high level of comfort with the boss as a reason for promotion. Strategies for addressing these differential dynamics include assessments of current promotion practices, modifications to human resource systems to increase accountability for the advancement of women, and coaching for decision makers and sponsors of high‐potential women.

This paper aims to examine the issue of promoting women managers at an enterprise level in China by tackling key research questions related to the level of participation of women among total managerial positions and the opportunities of promoting women into managerial position.

By conducting a questionnaire survey and analysing the results from 296 women managers who were taking MBA and EMBA programmes in China, the authors were able to obtain the sufficient sample size, as well as sufficient responses, given that these people who were taking MBA and EMBA studies required three to eight years of managerial work experience. Key questions are related to the level of participation of women among total managerial positions, and the criteria for women to be promoted into managerial positions. In addition, other issues such as the satisfaction of women managers towards promotion opportunities and career development and enterprise policies on women leadership are also important and need to be explored in this article. It is also useful to ask their views on the difference between men and women regarding individual efforts leading to promotion opportunities, and to check for any influence of pregnancy and other factors on women managers’ leadership roles.

The overall results achieved by analysing the results from 296 women managers who were taking MBA and EMBA programmes in China indicate that there has been positive improvement, with the majority of women managers being satisfied with the proportion of women as managers, and with their own promotion situations, in their current organizations.

The research project has some limitations. This paper focuses on key issues related to the promotion of women into management positions at an enterprise level through the interview and survey among those women managers who were taking MBA and EMBA programs. This research project did not include many issues that can be found among other women managers or issues at the society level, such as traditional culture and the influence of religion, or overall legislation regarding equal opportunity for women in the society, as the focus was on the experiences and expectations of individual women managers in the workplace.

Most people believed that social relationship, guanxi, is the most important factor in the promotion of women, but the findings in this paper show that the capabilities and achievements of women are more important than just having a good guanxi. This also inspires women to believe in themselves and believe that they can achieve their goals through their own effort. Other empirical implications, such as the negative influence of pregnancy on the current managerial positions and promotion opportunities for women, are evident, and the lack of policy initiative to address this issue causes a great degree of uncertainty among women managers.

The majority of the surveyed targeted women managers felt confident about their capability to be leaders, while most of them felt satisfied regarding the proportion of women managers in their organization, as well as their own current promotion situation. However, the “glass ceiling” phenomenon still exists, given most highly educated women managers believed it would be difficult to be promoted even further.

Through this article, the readers are firstly informed about the perceptions held by women managers in China nowadays regarding their promotion opportunities and career satisfaction. Secondly, the paper provides some understanding in the context of China’s reform from traditional planning system to the current market-oriented one, the associated change of business culture and the transformation of human resource management system and gender equality at the firm level.

The glass ceiling is a metaphor used to characterize the gender inequality of women at the top in most large western organizations. This situation has prompted many business organizations, NGOs and governments to encourage large organizations to promote more women into the executive suite and onto boards of directors. While there is little controversy about this initiative, this paper argues that there should be because it directly challenges the principle that merit should outweigh diversity. The paper aims to discuss these issues.

This paper reviews research that purports to show that women are unfairly under-represented in the most senior positions in large western organizations. It also reviews the arguments that more senior women would improve the performance of these organizations. This research is then used to develop a model of why there are markedly fewer women than men at the top of large organizations.

This study finds that most of the research studies purporting to show that there is a bias against promoting women to the top of large western organizations are unsound because they are poorly designed and/or fail to accommodate alternative explanations for this effect. Thus, the current number of women who run these organizations may be a good reflection of their contribution to the management of these organizations. These findings suggest that many of the policies that are promoted to help women break through the glass ceiling are misguided.

Large organizations should think carefully about following the advice of special interest groups who vigorously promote this social cause.

Social policy advocates need better research from which to advance their cause that there are currently too few women in senior management positions of large organizations.

This is one of only a handful of papers that challenges the current orthodoxy that artificial glass ceilings are restricting the potential contribution of women to the better management of large organizations.

This study aims to explore organizational factors that impact women’s career advancement. Knowledge of organizational practices that promote or obstruct women’s career progress is vital for women, firms and governments.

A total of 237 women participated in the study from the service sector in Johannesburg (South Africa). Participants were selected using a convenient sampling approach. Researchers used a questionnaire, consisting of demographic and open-ended questions, to gather data. Comments were analyzed using a thematic content analysis approach.

Findings reveal that prioritizing women, offering skills development opportunities, providing growth opportunities, assisting women in managing their careers, offering mentorship and having work-family support initiatives are practices that promote women’s career advancement. Conversely, practices that foster stagnation of women’s careers, distrust in women’s leadership abilities, preference for external candidates, people–related malpractices, male domination/preference, lack of role models and work-family balance support, hamper women’s career advancement.

The findings of this study will contribute to women’s empowerment. Organizations should provide a conducive atmosphere by instituting practices that promote their female employees' career advancement. Firms also should intentionally take practical steps to address practices that impede women’s career progression. The results of this study will also help the government to design appropriate policies that will promote the career progression of women employees.

This study presents findings from an analysis of qualitative data collected from 237 women to provide insight into the experiences of women working within the service industry in Johannesburg, South Africa.

Sustainable Development refers to a development process which enhances people's capacity to create and consume wealth on a lasting basis. It requires, among other things, a socioeconomic political and cultural environment which enables people to engage and sustain the development process. The political system should provide stability for people to engage in production. Intra‐ethnic conflicts, tribal wars and social tensions, as well as denial of basic human rights, constrain efforts to promote sustainable development. The social relationships between individuals and communities can either promote or constrain sustainable development. Social security is thus one of the necessary prerequisites for promoting such development.

The purpose of this paper is to examine gender differences in promotion probabilities of the academic staff of a large university in The Netherlands, taking into account the sex segregated context of the faculty.

The study uses records of the university's personnel information system from 1990 to 2006, covering the data of 1,792 employees in the academic ranks who have entered since 1990. Cox regression models are used to test three hypotheses.

The findings show that women have lower promotion probabilities than men. The gender differences are primarily explained by differences in years of service and external mobility, and not by the sex segregated context of the faculty. A higher share of women decreases the odds of being promoted for both men and women. Gender differences in working hours do not explain the gender differences in promotion probabilities.

The paper adds to the existing literature because event history analyses have hardly been applied to personnel records for investigating the impact of the sex segregated context on promotion probabilities.