‘All Engineering Work is Not Men’s Work’: The Curious Case of ‘Gendered’ and ‘Non- Gendered’ Engineering Work

Tabassum, Nayyara

doi:10.15640/ijgws.v3n1a13

“…A fifth kind of effect of gendered societies in women's career progression is due to masculinised workplaces. While the gendered nature of the work environment can impact the selection of women into higher level roles as well as their ability to succeed in them, their disadvantage is compounded by organisational contexts which are dominated by or favour men (Eagly and Carli, 2007;Wajcman, 2013;Cockburn, 1991;Gherardi, 1995;Collinson and Hearn, 1994;Tabassum, 2015). For example, the military is culturally masculine in the demands placed on employees making it particularly challenging for women to succeed in higher-level positions (Koenig et al, 2011;Eagly and Karau, 2002).…”

Section: Gendered Social Roles and Stereotypesmentioning

confidence: 99%

“…However, the gendered nature of organisations impacts the selection of women into higher-level roles as well as their ability to succeed in them. As discussed, this is compounded in organisational contexts which are dominated by or favour men (Eagly and Carli, 2007;Tabassum, 2015).…”

Section: Organisational Contextmentioning

confidence: 99%

Through the glass ceiling: is mentoring the way forward?

McIntosh

¹

,

Tabassum²,

Deaton

³

2018

IJHRDM

Self Cite

1

0

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Over the past 30 years, the term the 'glass ceiling' has come to be known as a metaphor for vertical segregation, symbolising an invisible barrier that prevents women from progressing in their careers. Increasingly women are found in higher level positions and mentoring has often been touted as an important way to help women break through the glass ceiling. This paper explores the continued relevance of the glass ceiling and the use of mentoring programs as a means to help women to overcome it. The findings suggest that although some women have penetrated the glass ceiling, further work is needed if a more equitable number of women are to advance to senior level positions. Whilst mentoring can play an important role in helping women to achieve more senior positions, mentoring is not a panacea but only one of many strategies that must be adopted to effectively address the phenomena of glass ceiling.taught on an MSc course in Diversity Management at the Centre of Inclusion and Diversity. She is interested in applied research in areas related to the reduction of inequality, prejudice, discrimination, racism and sexism and the enhancement of interculturalism, cultural and intercultural competence. Nayyara Tabassum is currently working in the Royal Mencap Society, London to research and improve the lives of people with a learning disability. She worked in two Horizon 2020 EU-funded projects related to gender -STAGES (based at the University of Milan, Italy) and GENOVATE (based at the University of Bradford, UK). Her main research interests are around gender, disability, work and employment, work-life balance, science, technology, engineering, mathematics and medicine (STEMM) and social inequalities. She has an MPhil in Sociology from the University of Cambridge, UK and a PhD from the University of Milan, Italy.Bryan McIntosh has worked in central government, the NHS, local government and at various academic institutions within the UK. These include University of Westminster, University of Surrey, University of Greenwich and King's College London. He is the Consultant Editor of the British Journal of Healthcare Management dealing directly with commissioning and content. He has an extensive publication record in peer reviewed journals and has worked extensively within the field of health management consultancy.

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“…A fifth kind of effect of gendered societies in women's career progression is due to masculinised workplaces. While the gendered nature of the work environment can impact the selection of women into higher level roles as well as their ability to succeed in them, their disadvantage is compounded by organisational contexts which are dominated by or favour men (Eagly and Carli, 2007;Wajcman, 2013;Cockburn, 1991;Gherardi, 1995;Collinson and Hearn, 1994;Tabassum, 2015). For example, the military is culturally masculine in the demands placed on employees making it particularly challenging for women to succeed in higher-level positions (Koenig et al, 2011;Eagly and Karau, 2002).…”

Section: Gendered Social Roles and Stereotypesmentioning

confidence: 99%

Through the glass ceiling: is mentoring the way forward?

Lantz-Deaton

¹

,

Tabassum²,

McIntosh

³

2018

IJHRDM

Self Cite

6

0

View full text Add to dashboard Cite

Over the past 30 years, the term the 'glass ceiling' has come to be known as a metaphor for vertical segregation, symbolising an invisible barrier that prevents women from progressing in their careers. Increasingly women are found in higher level positions and mentoring has often been touted as an important way to help women break through the glass ceiling. This paper explores the continued relevance of the glass ceiling and the use of mentoring programs as a means to help women to overcome it. The findings suggest that although some women have penetrated the glass ceiling, further work is needed if a more equitable number of women are to advance to senior level positions. Whilst mentoring can play an important role in helping women to achieve more senior positions, mentoring is not a panacea but only one of many strategies that must be adopted to effectively address the phenomena of glass ceiling.

show abstract