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Article
Publication date: 16 November 2012

Rosalind H. Whiting

The purpose of this paper is to explore the changes in genderbiased employment practices that it is perceived have occurred in New Zealand accountancy workplaces over the last 30…

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Abstract

Purpose

The purpose of this paper is to explore the changes in genderbiased employment practices that it is perceived have occurred in New Zealand accountancy workplaces over the last 30 years, using Oliver's model of deinstitutionalization.

Design/methodology/approach

Sequential interviewing was carried out with 69 experienced chartered accountants and three human resource managers, and at a later date with nine young female accountants.

Findings

Evidence is presented of perceived political, functional and social pressures cumulatively contributing to deinstitutionalization of overt genderbiased employment practices, with social and legislative changes being the most influential. Deinstitutionalization appears incomplete as some more subtle genderbiased practices still remain in New Zealand's accountancy workplaces, relating particularly to senior‐level positions.

Research limitations/implications

This study adds to understanding of how professions evolve. The purposeful bias in the sample selection, the small size of two of the interviewee groups, and the diversity in the interviewees' workplaces are recognized limitations.

Practical implications

Identification of further cultural change is required to deinstitutionalize the more subtle genderbiased practices in accountancy organizations. This could help to avoid a serious deficiency of senior chartered accountants in practice in the future.

Originality/value

This paper represents one of a limited number of empirical applications of the deinstitutionalization model to organizational change and is the first to address the issue of genderbiased practices in a profession. The use of sequential interviewing of different age groups, in order to identify and corroborate perceptions of organizational change is a novel approach.

Details

Qualitative Research in Accounting & Management, vol. 9 no. 4
Type: Research Article
ISSN: 1176-6093

Keywords

Book part
Publication date: 6 December 2021

Amber L. Stephenson, Amy B. Diehl, Leanne M. Dzubinski, Mara McErlean, John Huppertz and Mandeep Sidhu

Women in medicine face barriers that hinder progress toward top leadership roles, and the industry remains plagued by the grand challenge of gender inequality. The purpose of this…

Abstract

Women in medicine face barriers that hinder progress toward top leadership roles, and the industry remains plagued by the grand challenge of gender inequality. The purpose of this study was to explore how subtle and overt gender biases affect women physicians, physician leaders, researchers, and faculty working in academic health sciences environments and to further examine the association of these biases with workplace satisfaction. The study used a convergent mixed methods approach. Sampling from a list of medical schools in the United States, in conjunction with a list of each state's medical society, the authors analyzed the quantitative survey responses of 293 women in medicine. The authors conducted ordinary least squares multiple regression to assess the relationship of gender barriers on workplace satisfaction. Additionally, 132 of the 293 participants provided written open-ended responses that were explored using a qualitative content analysis methodology. The survey results showed that male culture, lack of sponsorship, lack of mentoring, and queen bee syndrome were associated with lower workplace satisfaction. The qualitative results provided illustrations of how participants experienced these biases. These results emphasize the obstacles that women face and highlight the detrimental nature of gender bias in medicine. The authors conclude by presenting concrete recommendations for managers endeavoring to improve the culture of gender equity and inclusivity.

Details

The Contributions of Health Care Management to Grand Health Care Challenges
Type: Book
ISBN: 978-1-80117-801-3

Keywords

Article
Publication date: 10 April 2017

Sophie Soklaridis, Ayelet Kuper, Cynthia R. Whitehead, Genevieve Ferguson, Valerie H. Taylor and Catherine Zahn

The purpose of this paper is to examine the experiences of gender bias among women hospital CEOs and explore to what these female leaders attribute their success within a…

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Abstract

Purpose

The purpose of this paper is to examine the experiences of gender bias among women hospital CEOs and explore to what these female leaders attribute their success within a male-dominated hospital executive leadership milieu.

Design/methodology/approach

This qualitative study involved 12 women hospital CEOs from across Ontario, Canada. Purposeful sampling techniques and in-depth qualitative interview methods were used to facilitate discussion around experiences of gender and leadership.

Findings

Responses fell into two groups: the first group represented the statement “Gender inequality is alive and well”. The second group reflected the statement “Gender inequity is not significant, did not happen to me, and things are better now”. This group contained a sub-group with no consciousness of systemic discrimination and that claimed having no gendered experiences in their leadership journey. The first group described gender issues in various contexts, from the individual to the systemic. The second group was ambivalent about gender as a factor impacting leadership trajectories.

Originality/value

Representations of women’s leadership have become detached from feminism, with major consequences for women. This study reveals how difficult it is for some women CEOs to identify gender bias. The subtle everyday norms and practices within the workplace make it difficult to name and explain gender bias explicitly and may explain the challenges in understanding how it might affect a woman’s career path.

Details

Journal of Health Organization and Management, vol. 31 no. 2
Type: Research Article
ISSN: 1477-7266

Keywords

Book part
Publication date: 30 June 2016

Ho Kwan Cheung, Eden King, Alex Lindsey, Ashley Membere, Hannah M. Markell and Molly Kilcullen

Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace…

Abstract

Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace discrimination remains a persistent problem in organizations. This chapter provides a comprehensive review and analysis of contemporary theory and evidence on the nature, causes, and consequences of discrimination before synthesizing potential methods for its reduction. We note the strengths and weaknesses of this scholarship and highlight meaningful future directions. In so doing, we hope to both inform and inspire organizational and scholarly efforts to understand and eliminate workplace discrimination.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78635-263-7

Keywords

Article
Publication date: 31 August 2004

Andra Gumbus and Frances Grodzinsky

Women as individuals experience subtle discrimination regarding career development opportunities as evidenced by research on the Glass Ceiling. This paper looks at the…

Abstract

Women as individuals experience subtle discrimination regarding career development opportunities as evidenced by research on the Glass Ceiling. This paper looks at the ramifications of technology, specifically the Internet, and how it affects women’s career opportunities.

Details

Journal of Information, Communication and Ethics in Society, vol. 2 no. 3
Type: Research Article
ISSN: 1477-996X

Keywords

Article
Publication date: 9 May 2016

Mary Hogue

Theory suggests gender bias in leadership occurs through a cognitive mismatch between thoughts of women and leaders. As leadership incorporates more feminine qualities, gender bias

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Abstract

Purpose

Theory suggests gender bias in leadership occurs through a cognitive mismatch between thoughts of women and leaders. As leadership incorporates more feminine qualities, gender bias disadvantaging women should be reduced. The purpose of this paper is to present an empirical investigation of that argument by examining gender bias in servant leadership. Predictions made by role congruity theory were investigated with principles from leader categorization theory.

Design/methodology/approach

In a survey design, 201 working college students from the Midwest USA were presented with either a female or male leader, each with identical servant leader attributes. Participants reported their expectations for the leader’s future behavior.

Findings

Expectations for servant leader behavior were greater for the woman than man leader, and expectations for authoritarian behavior were greater for the man than woman leader. Expectations for servant leader behavior were greater from the woman than man participants, and expectations for authoritarian behavior were greater from the man than woman participants, a difference that was enhanced by men’s hostile sexism.

Research limitations/implications

Although limited by the sample of working students, important implications are the importance of using theoretical integration to examine contemporary forms of leadership for changing gender bias, considerations of self-concept in bias and examining perceiver characteristics when investigating gender bias.

Practical implications

Awareness of the reduction of gender bias in communal leadership may allow an increase of leadership opportunities for women and leadership attempts by women.

Originality/value

This is the first empirical examination of gender bias in communal leadership through theoretical integration.

Details

Journal of Managerial Psychology, vol. 31 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 13 January 2021

Saadet Elif Esposito

A new phenomenon called “Glass Cliff” has formed claiming that women at the higher echelons of organizations are being placed in higher risk positions when compared to men. The…

Abstract

Purpose

A new phenomenon called “Glass Cliff” has formed claiming that women at the higher echelons of organizations are being placed in higher risk positions when compared to men. The purpose of this research study is to examine whether this phenomenon occurs at the middle to upper middle management levels for women. If so, it can possibly be one of the many underlying reasons that contribute to the grounds of why the pipeline problem exists with female leadership at the top-level management positions.

Design/methodology/approach

The design considers competing hypotheses based on the emerging, contradictory research on the Glass Cliff and the more established perspective of social norms and implicit biases. The experimental study is conducted on 202 participants to examine the likelihood of occurrence of this phenomenon at middle to upper middle management levels.

Findings

Counter to the tenets pertaining to the Glass Cliff phenomenon but consistent with the implicit leadership theories, this research study revealed that when compared to the female candidate, the male candidate was more likely to be assigned to the higher risk position.

Research limitations/implications

The subjective nature of the study can be the reason for variations of each participant and their biases since it is a specific experiment dealing with perceptions, social norms and prejudice.

Originality/value

This phenomenon is mostly studied at the executive level and can contribute to the pipeline problem for women, hence this study provides insight and examines the phenomenon at the middle to upper middle management levels to examine its likelihood.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 40 no. 7
Type: Research Article
ISSN: 2040-7149

Keywords

Article
Publication date: 16 February 2021

Jennifer Cherneski

The purpose of this research is to reveal the gendered nature of social arrangements in order to bring to the surface the hidden discourses that mediate the opportunities of women…

Abstract

Purpose

The purpose of this research is to reveal the gendered nature of social arrangements in order to bring to the surface the hidden discourses that mediate the opportunities of women leaders in the field of corporate social responsibility (CSR) and sustainability.

Design/methodology/approach

The author uses critical sense-making (CSM) to analyze interviews with CSR leaders toward understanding the interconnected layers of influences they draw from as they make sense of their experiences.

Findings

Despite the positioning of women as being untapped resources within CSR, the reality within CSR leadership indicates that resilient, stereotypical social constructions of gender are being (re)created. However, cues can disrupt the ongoing process of sense-making and create shocks that represent opportunities for resistance as discriminatory practices are revealed.

Research limitations/implications

Applying CSM as a methodology and to the field of CSR adds a component to CSR and gender scholarship that is currently missing. CSM as a methodology bridges broader sociocultural discourses and the local site of sense-making, making visible the structures and processes that enable some narratives to become legitimized by the formative context and protect the status quo.

Social implications

If these leaders are able to use their discursive power to establish an alternate, dominant narrative throughout their organizations – a culture of emotional empathy within CSR – alternate meanings about the nature and purpose of CSR may emerge while highlighting the need for change.

Originality/value

Applying CSM as a methodology and to the field of CSR adds a component to CSR and gender scholarship that is currently missing. CSM as a methodology bridges broader sociocultural discourses and the local site of sense-making, making visible the structures and processes that enable some narratives to become legitimized by the formative context and protect the status quo.

Details

Qualitative Research in Organizations and Management: An International Journal, vol. 16 no. 3/4
Type: Research Article
ISSN: 1746-5648

Keywords

Article
Publication date: 25 October 2018

Meraiah Foley and Sue Williamson

Anonymous recruitment seeks to limit managers’ reliance on stereotypes in employment decisions, thereby reducing discrimination. This paper aims to explore how managers interpret…

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Abstract

Purpose

Anonymous recruitment seeks to limit managers’ reliance on stereotypes in employment decisions, thereby reducing discrimination. This paper aims to explore how managers interpret the information embedded in anonymised job applications and how they interpret the organisational priorities driving the adoption of anonymous recruitment.

Design/methodology/approach

Semi-structured interviews with 30 managers in two Australian public sector organisations were analysed.

Findings

The results showed that managers used implicit signals and cues to infer the gender identities of applicants in anonymised applications, reintroducing the possibility of bias. Managers perceived that anonymous recruitment sent positive external signals to prospective employees but were sceptical about its effectiveness.

Research limitations/implications

The results showed that removing applicants’ names and identifying information from applications may not be sufficient to reduce bias. In organisations where managers are sympathetic to equity and diversity issues, use of anonymous recruitment may provoke resentment if managers perceive organisational distrust or inconsistent objectives. Limitations regarding the size and nature of the sample are acknowledged.

Practical implications

Organisations seeking to reduce gender discrimination in recruitment may consider adopting standardised application procedures or training managers to understand how stereotypes affect evaluations. Organisations should also assess managerial support for, and understanding of, anonymous recruitment prior to implementation.

Originality/value

The findings add to existing knowledge regarding the effects of implicit gender signals in managers’ assessments and the effectiveness of anonymous recruitment in reducing gender bias. It also contributes to signalling theory by examining how managers interpret the signals conveyed in organisational policies.

Details

Gender in Management: An International Journal, vol. 33 no. 8
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 30 August 2022

Yun Ling Li, Karoline Evans and Meg A. Bond

The current case study investigated how intentional, systematic planning can help organizations harness the energy of these willing allies who may be motivated to support change…

Abstract

Purpose

The current case study investigated how intentional, systematic planning can help organizations harness the energy of these willing allies who may be motivated to support change. The focus of the study is the development of a peer-to-peer approach, involving “Equity Leaders (ELs),” that was part of a larger, multi-level organization change initiative that addressed personal, interpersonal and structural considerations at a mid-sized public university in northeastern USA.

Design/methodology/approach

The authors used multiple methods to collect data for the current study, including observations and interviews. Over the course of four years, the authors attended more than 50 EL meetings. In these meetings, the authors took notes regarding ELs' discussions on workshop development and planning, debates on workshop substances and ELs' personal reflections on these workshops. Following the fourth year of the program, the first two authors invited all current ELs to participate in semi-structured, open-ended interviews about their experience.

Findings

The case study shows that through careful planning, peer change can play multiple roles in pushing organizational changes. By embracing their formal responsibilities and yielding their informal power, change agents are able to cause radiating impact across as organizations. Organizations can also capitalize on the fact that employees are more likely to be engaged in the change effort when it is promoted by peers. Finally, the support and resources from the organizational leaders is important because these inputs not only legitimize change agents' roles but they also signify the importance of the actions.

Research limitations/implications

This study has limitations. First, the authors recognize that this was a qualitative study grounded in a single context. Although the study explored a novel context for understanding change agents—a deliberately planned initiative targeting social norms through addressing subtle biases like microaggressions—the authors recognize that additional examination would be necessary to understand how implementation may work in different contexts or organization types. Second, the authors also acknowledge that the authors’ positionality, as females studying a change initiative targeting gendered and intersectional microaggressions, may have shaped the role as researchers.

Originality/value

The findings underscore the notion that allies can serve as organized peer change agents to affect organizational culture. In alignment with the principles in the social ecological framework, the approach involved selecting change agents who are internal to the organization, have informal influence or power and can broaden the impact to other parts of the organization. Moreover, the results underscore the need for organizations to provide essential support and resources that can assist change agents to bridge organizational goals and individual actions.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 42 no. 1
Type: Research Article
ISSN: 2040-7149

Keywords

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