Racial and gender trends and trajectories in access to managerial jobs

Shams, Safi; Tomaskovic‐Devey, Donald

doi:10.1016/j.ssresearch.2018.12.020

Cited by 8 publications

(3 citation statements)

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“…Content of the job offer and its location in specific media must be evaluated because of differences in perception of the message (in connection to the gender of applicants). This relationship has been studied in various countries (Vladisavljević and Perugini 2019;Shams and Tomaskovic-Devey 2019;Tian and Liu 2018). Important new technologies, which require virtualization, automatization and other elements of Industry 4.0, impact the job offer process and individual media (Van Esch et al 2019).…”

Section: Discussionmentioning

confidence: 99%

HR Marketing as a Supporting Tool of New Managerial Staff in Industry 4.0

Jančíková

Milichovský

2019

Administrative Sciences

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Human resource marketing (HRM) is focused on the creation of job-position while including all relevant parameters such as work specification, wage, and adequate communication of a job offer. Wage is possible to understand as not only the amount of money received but also as all kinds of reward for the work that has been completed. Forms of staff renumeration have received more interest during the last decade, especially in regards to managers and the concept of industry 4.0. Job offer descriptions help to find suitable applicants for specific managerial positions. The main objective of this paper is to state the relationship between gender and the chosen variables (job sources). For this purpose, there was a realized questionnaire survey, focused on HRM in the business environment in the Czech Republic. The sample population for the survey consisted of 522 people, though feedback was only received from 185 participants (a return rate of 35.44%). To process the data, we employed Pearson’s chi-square test for independence and cluster analysis. Graphical design was made using an ROC curve (Receiver Operating Characteristic). According to the results obtained, there were defined relationships between gender and job servers as job sources, and between gender and social networks as job sources. This dependence is supported by the ROC curve, which shows the expectations of wage incomes according to the work-experience of the employee.

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Section: Discussionmentioning

confidence: 99%

HR Marketing as a Supporting Tool of New Managerial Staff in Industry 4.0

Jančíková

Milichovský

2019

Administrative Sciences

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“…Widely shared cultural beliefs about women's incompatibility with authority have been documented across countries (Bowen et al 2007; Katila and Eriksson 2013;Kiaye and Singh 2013). The historical conditions that led to the gendering of authority jobs as men's jobs, as well as trends of gender inequality in authority over time, are also comparable with those in other countries such as the United States (Kanter 1977;Pott-Buter and Tijdens 1998;Shams and Tomaskovic-Devey 2019;van der Lippe, van Doorne-Huiskes, and Blommaert 2014).…”

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confidence: 95%

Gender Differences in Job Resources and Strains in Authority Positions

Stojmenovska

2023

Gender & Society

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In contrast to the rich literature on the causes of the gender gap in workplace authority, relatively little is known about how the jobs and experiences of women and men compare once they have positions with authority. Using linked survey and administrative data of about 100,000 women and men working in Dutch organizations, I analyzed differences in job resources (earnings, autonomy, and nonroutine work) and strains (workplace harassment, work–nonwork interference, and job burnout) between women and men in positions of workplace authority. I find that women in authority report lower levels of job resources than men with authority jobs, and are more likely to report experiences of work-related strains. Crucially, women with authority jobs are the most likely of all gender/authority status groups to report experiencing sexual harassment, bullying, and intimidation at the workplace, and they have the highest probability of reporting job burnout symptoms. These findings suggest that women’s entry into authority positions alone is not sufficient for achieving gender equality.

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“…A growing body of research has sought to explore the factors that promote the advancement of women and minorities. This research has focused primarily on organizational factors, including the gender or racial composition of jobs, organizational performance measures and/or cultural construction of particular jobs (e.g., Cook & Glass, 2014; Ely, 1995; Gorman & Kmec, 2009; Shams & Tomaskovic‐Devey, 2019; Skaggs et al, 2012; Wingfield, 2009). Less understood, however, are the mechanisms by which individual ‘outsiders’ negotiate their entrance into White and male‐dominated leadership roles.…”

Section: Introductionmentioning

confidence: 99%

Performative contortions: How White women and people of colour navigate elite leadership roles

Glass

Cook

2020

Gender Work & Organization

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How do non‐traditional leaders negotiate their entrance and inclusion in elite leadership roles? This study explores the intentional strategies used by non‐traditional leaders to obtain and sustain elite leadership positions. While previous research has documented the barriers that limit the advancement of White women and people of colour, this study extends our understanding to the deliberate, intentional strategies outsiders use to negotiate their entrance to and inclusion in elite leadership roles. We use Bourdieu’s concept of habitus and Puwar’s bodies out of place perspective to analyse the ‘performative contortions’ of outsiders who occupy elite roles. Our analysis relies on 32 in‐depth interviews with White women and men and women of colour who occupy senior leadership positions in large organizations. Our findings uncover a range of embodied, cultural and interactional strategies outsiders employ to gain entrance to top positions and thus reveal the ways gender and race are embedded in the ‘hidden curriculum’ of elite organizations. The ongoing labour required of organizational outsiders to negotiate their own inclusion sheds light on the continuing failure of current efforts to achieve equity and inclusion among elite leadership ranks.

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Racial and gender trends and trajectories in access to managerial jobs

Cited by 8 publications

References 44 publications

HR Marketing as a Supporting Tool of New Managerial Staff in Industry 4.0

HR Marketing as a Supporting Tool of New Managerial Staff in Industry 4.0

Gender Differences in Job Resources and Strains in Authority Positions

Performative contortions: How White women and people of colour navigate elite leadership roles

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