The Perception of Gender Stereotypes in Managerial Positions of Industrial Companies

Gallo, Peter; Balogová, Beáta; Čabinová, Veronika; Dobrovič, Ján

doi:10.17512/pjms.2021.23.2.09

Cited by 5 publications

(7 citation statements)

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“…Gender stereotypes are challenging to address because they might subconsciously influence people's perceptions and judgments [4]. Gender stereotypes can have an unconscious and conscious impact on us.…”

Section: Theoretical Framework and Practical Evidencementioning

confidence: 99%

Gender Impact on Execution of Business Strategy

Zhang

2023

AEMPS

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Gender equality has been a global debate both within the political, social and business environment. Gender equality according to most researchers have established a positive relationship with performance of organization. Furthermore, in relation to the impact gender equality has on business strategy execution, it would be argued that having gender equality enhances effective execution of business strategies. The study seeks to find out the gender impact on the execution of business strategy. This would include conducing a survey suing questionnaires from 50 women.

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Section: Theoretical Framework and Practical Evidencementioning

confidence: 99%

Gender Impact on Execution of Business Strategy

Zhang

2023

AEMPS

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“…Understanding these links, companies develop the employer brand in different directions, trying to strengthen corporate identity, form strong relationships with staff, and improve their image as a potential employer. Among such efforts are those aimed at eliminating discrimination, in particular gender discrimination (Hedija & Němec, 2021), which significantly reduces employee loyalty and worsens the performance of organizations (Bilan et al, 2020;Gallo et al, 2021); at taking into account gender differences in the perception of the strategy of organizations, in particular, on sustainable development and corporate social responsibility (Kumar et al, 2021;Rzemieniak & Wawer, 2021); at using social media to maintain a positive image of the organization and interaction with applicants of certain age groups (Mičík & Mičudová, 2018); at implementing vocational training programs within the compensation and benefits package for employees (Samoliuk et al, 2021); at emphasizing certain EB components, taking into account the differences in the perception of the company by its potential customers and employees, e.g., special strategies for small and medium-sized enterprises (Bite & Konczos-Szombathelyi, 2020;Monteiro et al, 2020) etc. Among the useful consequences of EB development are, in particular, a positive relationship between engagement, employer brand, perceived organizational support, and internal communication satisfaction (Verčič, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

Employer brand: key values influencing the intention to join a company

Samoliuk

Bilan

Mishchuk

et al. 2022

Management &Amp; Marketing. Challenges for the Knowledge Society

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Among the efforts to create a company brand, the development of a successful employer brand is today not only a sign of a socially responsible business, but also a tool to achieve competitive advantages in the labour market, expand employment opportunities, and retain the best employees. The key values that influence the intention to join a company vary among different groups of employees, which must be taken into account when creating a successful employer value proposition (EVP). The purpose of this study is to assess the differences between the key values of employed and potential workers whose work is most on demand in the labour market (generations Y and Z, with higher education and those who obtain higher education). The research was conducted on the basis of a sociological survey of a representative sample of respondents (510 respondents). The main differences in the perception of the employer’s brand are identified by gender (higher value of safety in the workplace for women, and opportunities for personal development for men), as well as in the groups selected by the availability of experience: pay is valued highest by respondents with work experience; for those who have no work experience, the employer’s brand reputation is a more important factor. There are also significant differences in assessments of the importance of workplace safety, professional development, comfortable environment, and work-life balance.

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“…Several studies were conducted to scrutinize GS about managers in Central Europe (Bego, 2015;Dobrovič et al, 2019;Gallo et al, 2021;Górska, 2017;Mihalčová, 2018;Mihalčová et al, 2015;Nagy & Primecz, 2014;Nagy & Vicsek, 2014) and Central Asia (Greig & Kudaibergenova, 2019;Kuzhabekova & Almukhambe tova, 2019;Kuzhabekova et al, 2018;Uskembayeva, et al, 2017;Tokbaeva, 2020;Turaeva, 2017b). Previous studies in CE and CA repeatedly prove women managers are seriously exposed to the intervention of family in their career trajectories (Zachorowska-Mazurkiewicz, 2017;Nagy & Primecz, 2014;Tokbaeva, 2020).…”

Section: Cemj 65mentioning

confidence: 99%

“…Studies of gender stereotypes intensity mostly via quantitative research methods. In these studies, researchers measure how strong GS are in certain groups (Čeněk, 2013;Dobrovič et al, 2019;Gallo et al, 2021;Lipovka & Buzady, 2020;Mihalčová et al, 2015;Siemieńska, 2015;Uskembayeva et al, 2017). Siemieńska (2015) explains women managers' insufficient progress in CE by the GS rooted in cultural and societal expectations of women.…”

Section: Cemj 65mentioning

confidence: 99%

“…In their research, Mihalčová et al (2015) define considerable gender bias toward women managers and the higher burden of combining managerial and family obligations. In the study of industrial enterprises, Gallo et al (2021) found the absence of GS about gender and management along with the discriminating gender pay gap between men and women in managerial positions. Čeněk (2013) revealed more significant male students' GS compared to their female counterparts and an almost equal inclination of both gender respondents to consider women's caregiver role and household chores as a barrier to effective management.…”

Section: Cemj 65mentioning

confidence: 99%

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Gender Stereotypes and Family Decision-Making: Comparative Study of Central Europe and Central Asia

Yanovskaya¹,

Lipovka²

2022

CEMJ

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Purpose: The article aims to examine the impact of women’s decision-making power in families on their gender stereotypes about business executives in the promising but insufficiently explored regions of Central Europe (CE) and Central Asia (CA). Methodology: The study utilized multiple linear regression and Spearman’s correlation coefficients to analyze survey data (No=6,869) from Central European (Czech Republic, Hungary, Poland, and Slovakia) and Central Asian states (Kazakhstan, Kyrgyzstan, Tajikistan, and Uzbekistan). Findings: Central Asian women demonstrated stronger gender stereotypes about business executives compared to the Central European sample. Equally shared power in decision-making with a part-ner has a positive impact on weakening women’s gender stereotypes about top managers. Men’s unilateral decision-making correlates with their spouses’ higher gender bias, whereas independent women’s decisions do not reveal a relationship with their gender stereotypes. Research limitations: The study does not control respondents’ marital and mother’s status and excludes one of the Central Asian states, namely Turkmenistan. Research implications: Policymakers can use the present findings to forecast how familialist pol-icies reproduce gender stereotypes and inhibit gender equality. The research complements the specificity of the vicious cycle linking gender roles and stereotypes in the context of CE and CA and expands the “family cage” phenomenon. Originality/value: First massive research on gender stereotypes about business executives embrac-ing the Visegrad Group and four Central Asian states. The study discovers the internal aspect of family impact on women’s views of top managers that has been neglected before.

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The Perception of Gender Stereotypes in Managerial Positions of Industrial Companies

Cited by 5 publications

References 0 publications

Gender Impact on Execution of Business Strategy

Gender Impact on Execution of Business Strategy

Employer brand: key values influencing the intention to join a company

Gender Stereotypes and Family Decision-Making: Comparative Study of Central Europe and Central Asia

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