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"On March 24, 1986, the Wall Street Journal coined a phrase that has come to symbolize a variety of barriers faced by thousands of women and minorities as they seek to improve their employment status... " This phrase is "glass ceiling. " It has come to represent a variety of biases that prevent qualified minorities and women from advancing in the work-place particularly into mid-and senior-level management positions. We will look at some statistics on places where the glass ceiling has reared its head and also see what things as far as awareness and prevention have been done to stop this from occurring in the workforce. The U. S. Congress acknowledged the glass ceiling issue by enacting the Glass Ceiling Act on November 21, 1991. This act encourages employers to remove barriers to the advancement of women and minorities.
It includes a mandate that focuses on studying how businesses fill management and decision making positions, trains and develops people for advancement into such positions. It also focuses on the compensation systems and reward structures currently used in the workplace. The Federal Glass Ceiling Commissions report summarized the major barriers to womens advancement in organizations. Included in its list was placement in "relatively dead-end staff jobs"; lack of mentoring, management training, and career development; and lack of job rotation and "critical development activities" opportunities. Despite the rapidly increasing rates of female education and participation in the workforce worldwide, most women continue to suffer from occupational segregation in the workplace and rarely break through the "glass ceiling. " Fewer than 5 % of women occupy senior-level positions in major corporations, and only two women hold the position of chief executive officer in Fortune 1000 companies. The women who do land a management job tend to be clustered in certain activities to the point where certain functions are almost feminized.
For example, in the US, the increase in womens share of personnel and labour relations managers was higher than in other areas. It went from 21 percent in 1970 up to 58 per cent in 1991. The study notes that career paths in human resource management and administration are less likely to lead directly to the top than other strategic areas such as product development or corporate finance. Minorities and women were more likely to be placed in staff positions, such as human resources and public relations, than in line positions, such as sales and production.
These jobs that people consider to be a "fast track to the executive suite. " Corporate record-keeping about recruitment, training, and career building opportunities was often inadequate and career enhancing assignments were not as available to minorities and women. Also, the responsibility for these programs was often far below senior level executives and decision makers who have authority to change corporate policy. Training opportunities may also influence womens advancement in organizations. A study examining determinants of managerial advancement found that training, which men received more frequently than females, led to advancement. If women do not have access to the training, upper management may perceive them as less qualified than men and may then be unable to qualify for the next job. If a womans career later accelerated for affirmative action reasons, the organization may be setting her up for failure because she lacks the experience training will give her.
The study also showed men were more likely to get promotions because they were "known quantities" to their bosses; upper management perceives them as being more credible. Managers appeared to be more hesitant to advance women, asking them to prove themselves extensively before promoting them. Having the women prove themselves before promotion supposedly reduced the perceived risk taken by the manager. In keeping with the issue of training experience, an additional developmental activity that affects promotion opportunities is overseas experience. Women are less likely to receive overseas assignments, which increasingly is becoming an important developmental activity given our global economy. There are various reasons why there are few US women expatriates: 1) Women perceive less opportunity for receiving overseas assignments so they do not pursue getting them. 2) Expatriates are usually middle-or senior-level managers so there are fewer women to choose. 3) Womens family status (whether single or married) is stereotyped as being problematic. 4) Women will not be treated kindly or credibly by certain cultures. 5) Lastly, prejudiced attitudes in their own home companies impede women from being selected for overseas assignments.
We can see another challenge faced by women trying to break the glass ceiling when we look at the pay compensation gap. We can see a slow, yet somewhat promising narrowing of the base pay between female and male managers. According to a recent survey of 4, 500 executives by the American Management Association, womens salaries in 1997 averaged $ 64, 900, a 55 % increase since 1990, while mens pay climbed only 47 %, to $ 103, 600. So women, who made 60 % of what men made in 1990, now make 63 % of what male managers do. The AMA says women are broadening their skills and seeking higher-paying jobs. So the pay gap is expected to narrow even more. "Men are more easily accepted in positions of power and influence and women are placed in secondary roles." This statement stems from a more traditional view of the roles of men and women in organizations.
A study using the Women as Managers scale revealed negative attitudes toward women as managers, and the researchers suggested these results may be a reflection of lack of experience with female managers, prompting reliance on negative stereotypes or myths regarding women in management positions. Let us look at the glass ceiling from another view. We keep looking at the "glass ceiling" as if it only pertains to biases and prejudices against women, but as I mentioned at the beginning this has to do with other minorities as well. The dilemma we face is how to approach it so the glass ceiling is recognized as part of a business strategy rather than being seen only as a feminist issue. What this is saying is that the glass-ceiling research focuses primarily on the experiences of women, rather than those of other minority group members. Here we can see an example of how this view is changing: Black men at Social Security headquarters in Baltimore are bumping up against a "glass ceiling" built by whites and surprisingly, black women.
More than 800 black men systematically are discriminated against by subjective performance evaluations used in hiring, promotions and awards, according to a complaint filed with the Equal Employment Opportunity Commission. Although the Social Security Administration has among the best minority employment numbers in government, that number is heavily weighted by black women. They make up 23 percent of the agency's national work force, according to 1996 statistics. Their staffing statistics include for 1996 include: Employed 64, 670 people nationwide. Black men 4. 3 %; Black women 22. 8 %; White women 41. 3 %; Hispanic men 1. 9 %; Hispanic women 5. 3 %; Asian men O. 6 %; Asian women 1. 3 %; American Indian men 0. 2 %; American Indian women 0. 5 %. From this example you can clearly see that women are not the only ones feeling the weight of the glass ceiling.
Finding ways to help break the "glass ceiling" is going to be a long and difficult struggle. We can see examples of some of the things that are being done to make it easier for minorities to get through the glass ceiling. One of which I have already mentioned is the Glass Ceiling Act of 1991. Here are some others: Between March of 1986 and November 0 f 1991 the Labor Department had already done a great deal of work investigating and publicizing "glass ceiling" issues. In 1987, the department had published workforce 2000, Work and Workers for the 21 st Century. That report focused national attention on the dramatic changes taking place in the economy and in the composition of the work force.
It emphasized the growing proportion of women and racial minorities entering the labor market. The expectation is for these trends to continue into the 21 st century. The reports predictions helped prompt many corporate leaders to rethink the ways in which they manage their human resources. Many women have found that a mentoring relationship has helped them professionally. While the process of deliberate mentoring in organizations is fairly new, the idea is not. "Mentoring has been going on in the male population for decades.
When women began entering the work force in masses, they had to seek out mentoring relationships to break through the glass ceiling. " Mentoring is the pairing of a seasoned professional with someone embarking on a career, or just joining an organization. The purpose of a mentoring relationship is to provide guidance and encouragement, and share experiences. Through this process, the subordinate grows in his or her career and within an organization. "Mentoring circles are a way to survive the shards of glass once the glass ceiling is broken. " A few steps suggested by the American Management Association to break the glass ceiling is to: First, set clear goals and make a long-term commitment to all employees. Rather than try to fill a quota, top management should be concerned with preparing employees with higher-level positions. Second, develop formal and informal support systems through coaching, mentoring, and other types of consulting. Third, allow mid-level managers to learn more about the inner workings of senior management.
Fourth, allow talented managers of both sexes the opportunity to participate in high-level meetings, such as strategic planning sessions. Fifth, have feedback programs that give manager a clear sense of their strengths and weaknesses. Finally, convince all rising stars that the advantages of moving up to the executive suite outweigh the personal sacrifices. Although higher pay and prestige are strong motivators, not everyone wants longer hours, stress and job uncertainty. There are many underlying causes for the glass ceiling, including socialization, stereotyping, and prejudice. The data reveal that there have been some successes in womens career progression, but they also indicate that there is much more to do. "We look forward to the time when the glass-ceiling issue is studied more as a historical concept rather than as a current reality. " For now, however, there is continued need to build awareness of the glass ceiling and to instill a sense of responsibility to act on that awareness.
Sources Daniel, Lisa, "Black Men Cite Glass Ceiling" Federal Times June 2, 1997 v 33 n 17 p 8 Drama, Barbara M. "Mentoring Helps Break Glass Ceiling" Denver Business Journal v 49 n 46 p 21 A "Glass Ceiling Separates Women from Top" Worklife Report December 1997, v 11 n 1, p 15 McDonald, Kimberly S. , Linda M. Hite, "Exploring the Glass Ceiling: An Exploration of Gender Differences in Management-Development Experiences" Journal of Management Education Apr 1998 v 22 n 2 p 242 Resist, Tommy, Robert Matt, "More Cracks in the Glass Ceiling" Business Week August 10, 1998 n 3590, p 6 Will, George F. , "Lies, Damned Lies" Newsweek March 29, 1999 p 8 Zachariasiewicz, Robert, "Breaking the glass ceiling" Credit World May/June 1993 v 81 n 5 p 21
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Research essay sample on The Glass Ceiling In Modern Day Employment
