JOVIAL8th Batch

Section: ADepartment of Management Studies

Jagannath University, Dhaka

October, 2015

Supervisor’s Forwarding

…………………………Md. Miraj Hossen

Assistance ProfessorDepartment of Management Studies

Jagannath University, Dhaka

October, 2015

11th October 2015

Md. Miraj HossenAssistant ProfessorDepartment of Management StudiesJagannath University, Dhaka.Subject: Request for accept the report

Sir,

It is a great pleasure for us to submit the report on “Glass Ceiling: Before and after the job”. We have prepared this report as a partial fulfilment of the course “M|GT-3227 Human Resource Management” and for academic purpose.

We have tried our best to fulfill the requirements of this course; we prepared this one through a process. By preparing the report we have learned a great deal of knowledge and which will help us in our practical life.

We will be obliged, if you kindly accept this report.

Sincerely Yours

……………………..Hassan KhanOn behalf of the group JOVIALID B120202035Section: A Session: 2012-2013 (8th Batch)Department of Management StudiesJagannath University, Dhaka

DeclarationI, Hassan Khan, confirm that the work for the following report with the title: "Glass Ceiling: Before and after the job" was undertaken by myself and my group members of “JOVIAL”. I do hereby also declare that the work presented in this report has not been previously submitted to any other University/College/Organisations for an academic qualification/certificate/diploma or degree. All sections of the paper that use quotes or describe an argument or concept developed by another author have been referenced, including all secondary literature used, to show that this material has been adopted to support my thesis.

Date:

……………………Hassan KhanB120202036On the behalf of group “JOVIAL”Section: ASession: 2012-2013 (8th Batch)Department of Management StudiesJagannath University, Dhaka

AcknowledgementPraise is to almighty Allah who has given us the strength and opportunity to complete this Report. This report is the outcome of the contributions and sincere cooperation of my group members. For the fear of sounding like a vote of thanks speech, I could not possibly thank all of those marvelous people who have contributed something of them directly or indirectly in preparing this report successfully. They are of course some very special people who cannot go without mention. It gives me immense thank them for their cordial cooperation and encouragement.

First of all, I would like to thanks Almighty Allah and my parents and I express heartfelt Gratitude to my honorable Supervisor, MD. MIRAJ HOSSEN Assistant Professor, Department of Management Studies, Jagannath University, Dhaka who provided us all out help, supports and guidelines in preparing this report. Without his inspiration and advice it could be very difficult to prepare this report. In spite of sincere and denoted efforts, there might be some mistakes in the study report. I take the entire responsibility for such unintended errors and omissions.

Hassan KhanOn behalf of the group ‘‘JOVIAL’’B120202036,Section-A, Session: 2012-13 (8th batch)Department of Management StudiesJagannath University, Dhaka

Table of ContentSerial Content Page

1 Introduction 1

2 Origin of the report 2

3 Purpose of the report 2

4 Methodology 3

4.1 Population sample and sample selection method 3

4.2 Source of Data 3

4.3 Data analysis Method 3

5 Limitation of the Study 4

6 Literature Review 5

7 Findings and Analysis 6

7.1 Gender Discrimination 6

7.2 Corruption 9

7.3 Political Influence 10

7.4 Nepotism 11

7.5 Regional Barrier 12

7.6 Educational Institution 13

7.7 Physical Incapability 14

8 Recommendation 15

9 Appendix 17

10 Reference 18

Introduction

he term "glass ceiling" was coined in a 1986 Wall Street Journal report on corporate women by Hymowitz and Schellhardt. The glass ceiling is a concept that most frequently refers to barriers faced by women who attempt, or aspire, to attain senior positions (as well as higher

salary levels) in corporations, government, education and nonprofit organizations. It can also refer to racial and ethnic minorities and men when they experience barriers to advancement. In our country prospect some more factors or barriers are considered as glass ceiling factor or barriers. For the purpose of this article, the glass ceiling is discussed regarding barriers before getting the job and barriers on advancement to senior positions.

T

Nontraditional mangers are in the workforce in greater numbers than ever before, and their presence is predicted to rise. Yet their increased numbers have not been matched by a corresponding rise in their representation in senior levels of management. This phenomenon, referred to as the glass ceiling, presents a challenge to the organizations: that of identifying the barriers to the upward mobility of nontraditional managers and implementing practices that successfully overcome these barriers.

This report is for organizational leaders, human resources professionals, and other individuals concerned with developing diversity in their organizations at the management level. It provides a framework of ideas for approaching the task of identifying barriers and implementing key practices.

Origin of the reporthis report on “Glass Ceiling: before and after the job” is prepared to fulfill the partial requirement of BBA degree from Jagannath University, Dhaka. To fulfill this report, we went to some job seekers and organizations to take the real information. In Jagannath

University all students under BBA program need practical knowledge to prepare a report. To complete our BBA Program we have to face many new market challenges, if we overcome these challenges we learn how serve future market. For this reason we prepared our report and enhance our knowledge through the report on “Glass Ceiling: Before and after the job”.

T

Purpose of the Reporthis study is aimed at relating the vast knowledge of Human Resource Management with the practical application of that knowledge. The core purpose of the study is to: Find out the factors that may affect the organization in the future.T

How organizations cope up with the non-glass ceiling practice effectively. To make decisions and operate functional activities. Assess the level of importance of

Human Resource Management. Those organizations also determine how well they meet up the equal employment Opportunity system in their own organization.

Methodologyoth primary and secondary data have been collected to conduct this report. We have gathered primary data by visiting some private organizations. Mainly we discussed with them verbally. Then we collected information from them. Some of these information’s are

collected from internet, and others are collected from the books as well as the information provided by the competitive organization. In short, the primary and secondary sources are pointed below.

BPopulation, sample and sample selection method

Keeping the guidelines of “Glass Ceiling: Before and after the job” this report is prepared. Data are collected from more than 100 job seekers both male and female from deferent educational institution. They are from public universities, private universities and from colleges (National Universities) having completed degree. Some of them applied for job. Secondly, 50 employees are form private organisations, government agencies and educational institutions.

Source of Data

Primary data: To prepare this report, the information has been collected by Questionnaires Survey Method. A short interview is also taken during filling up the questionnaire. Detailed information about glass ceiling collected by the interview and the statistical data are collected by the questionnaire.

Secondary data: The Secondary data are collected from course books, journals, newspapers and from internet column.

Data Analysis Method

To analyze the data, the information are headed in different factors. Each factor analyzed in three sector: Governmental sectors, private sectors, and Educational institution & others.

Limitation of the StudyWe have faced limitations to complete this report these as follows:

Because of limited time proper sampling isn’t made. All employees of the organizations are not helpful. As a student it not possible for us to collect all the necessary secret information. Because of the limitation of information, some assumptions were made. So there may be

some personal mistake in the report. Besides this, it was very difficult to carry out the whole analysis on the basis of limited scope

of study. All the percentage are rounded for fraction.

Literature Reviewglass ceiling is a term used to describe "the unseen, yet unbreakable barrier that keeps minorities and women from rising to the upper rungs of the corporate ladder, regardless of their qualifications or achievements.A

Human resource professionals are often in leadership positions that allow them to have abroad impact on organizations. As a result, it is important that they are knowledgeable about how the glass-ceiling phenomenon may directly or indirectly impact an organization's reputation, customer loyalty, and diversity of skill sets, growth potential and even its bottom line. Oftentimes, the CEO or president of an organization may tap HR professionals for their advice and expertise on the strategic organizational changes that are necessary to reduce the existence of a glass ceiling in order to maximize an organization's performance and reputation.

HR professionals are also required to be knowledgeable of employment laws, programs and practices for their organization. Because the law provides protection for certain demographic group, such as women, in the labor market, HR professionals need to understand the potential impact of glass-ceiling barriers (e.g., discrimination) on women —including women of color—regarding advancement in the workplace.

David Cotter and colleagues defined four distinctive characteristics that must be met to conclude that a glass ceiling exists. A glass ceiling inequality represents:

1. "A gender or racial difference that is not explained by other job-relevant characteristics of the employee."

2. "A gender or racial difference that is greater at higher levels of an outcome than at lower levels of an outcome."

3. "A gender or racial inequality in the chances of advancement into higher levels, not merely the proportions of each gender or race currently at those higher levels."

4. "A gender or racial inequality that increases over the course of a career."

In the prospect of Bangladesh there have some more factors of glass ceiling rather than only gender discrimination. Major factors are presented throughout.

Findings and Analysiso find out the actual Glass Ceiling effect in the organizations, we made form of questioners and try to get the answer from different job seekers and organization’s employee. We made different questioner for who are searching for job and who are in a job. In this case we went

to the targeted people individually and took their opinion. The questions and answers are given bellow. The answers are given on basis of the four organization’s employee in a same question.

TWe set-up a standard and they are Strongly Disagree =1, Disagree =2, Neutral =3, Agree =4, Strongly Agree =5 [See appendix]. An identifiable question is also there to know in which sector the glass ceiling effects is higher.

At each criteria different sector are presented in this report. The main criteria or factor of glass ceiling is gender discrimination. That mean a specific gender generally women are neglected in different sector are presented there.

Gender Discriminationrogress in gender equality in the labor market is reflected in women’s share of professional jobs. Women work in a variety of professional services not only in Bangladesh but also in all over the world. They are predominantly found in traditionally female professions such as nursing, teaching and administration, although they have also been infiltrating many of the

male-dominated fields, particularly the ICT sector and judicial systems around the world. PWorldwide, women at their individual level have been breaking through the glass ceiling. Since 1991, Bangladesh appointed its first woman prime minister; the first woman became the president of Central Bank in Finland; the former president of Ireland became the first woman Commissioner of Human Rights at the United Nations; and the World Health Organisation has its first woman Director-General, the former prime minister of Norway. Yet, newspaper headlines today highlight the glass ceiling which continues to affect women in the workplace, especially in Bangladesh.

Men are in the majority among managers, top executives, and higher levels of professional workers whilst women are still concentrated in the lower categories of managerial positions. Both visible and invisible rules have been constructed around the “male” norm, which women sometimes find difficult to accommodate: male and female colleagues and customers do not automatically see women as equal with men, women tend to have to work much harder than men to prove themselves, and sometimes they have to adapt to “male” working styles and attitudes more than necessary. Furthermore, women tend to be excluded from the informal networks dominated by men at the workplace, which are vital for career development. The problem is compounded by employers’ assumption that women, unlike men, are not able to devote their full time and energy to paid work because of their family responsibilities. Consequently, women are not given as many opportunities as men to do the more demanding responsible jobs, which would advance their careers. However, there is evidence to show that once women attain the upper levels of management, attitudes towards them are not much different to those towards men.

Since the mid-1980s, there have been a growing number of women in the labour force. The proportion of women in the executive ranks has increased in almost all countries. Women are demanding greater equality in the work environment. One of the main factors that need to be

considered in order to achieve equality in the work environment is gender differences. Women are now graduating in higher numbers than men from educational institutions and more women are entering the paid workforce and taking up managerial roles; because of the 'glass ceiling,' the poor representation of women at senior management levels, however, continues. Different reports indicate that in Bangladesh, women fill less than 1.0 per cent of top management positions.

Data AnalysisWomen and men are equally respected in the workplace.00%Strongly Disagree, 38%Disagree, 23%Neutral, 22%Agree 17%Strongly Agree.

Women are not same efficient as men. 05%Strongly Disagree, 44%Disagree, 02%Neutral, 36%Agree 13%Strongly Agree.

Facilities are same for women and men.0%Strongly Disagree, 0%Disagree, 28%Neutral, 64%Agree 8%Strongly Agree.

It is more difficult for women than men to work independently.04%Strongly Disagree, 19%Disagree, 35%Neutral, 26%Agree 16%Strongly Agree.

Women are placed in positions beyond their level of competence because of affirmative action employment programs.0%Strongly Disagree, 31%Disagree, 12%Neutral, 52%Agree 05%Strongly Agree.

Women are likely to face the barriers of a glass ceiling.0%Strongly Disagree, 18%Disagree, 23%Neutral, 33%Agree 26%Strongly Agree.

Women are likely to face the barriers of a glass ceiling.0%Strongly Disagree, 01%Disagree, 04%Neutral, 82%Agree 13%Strongly Agree.

Women and men are equally treated to appoint to the job.03%Strongly Disagree, 40%Disagree, 25%Neutral, 62%Agree 06%Strongly Agree.Women are same appreciated in the workplace as men.01%Strongly Disagree, 29%Disagree, 19%Neutral, 48%Agree 03%Strongly Agree.

Women are offered same remuneration as men.29%Strongly Disagree, 55%Disagree, 14%Neutral, 2%Agree 00%Strongly Agree.

Women and men need same credential or degree to be appointed to the job.05%Strongly Disagree, 38%Disagree, 24%Neutral, 30%Agree 03%Strongly Agree.

Standard are same for women and men to be appointed.00%Strongly Disagree, 00%Disagree, 28%Neutral, 64%Agree 08%Strongly Agree.

Women are appointed as their competency not fulfilling the quotas.0%Strongly Disagree, 22%Disagree, 36%Neutral, 42%Agree 00%Strongly Agree.

Women are not less rewarded and promoted as men.07%Strongly Disagree, 62%Disagree, 23%Neutral, 06%Agree 02%Strongly Agree.

In which sector gender discrimination is high?

08%Governments, 73%Privates 03%Educational Institution & Others, 16%Neither

The culture of Bangladeshi organisations inhibits the promotion of female executives; they do not get the development opportunities necessary for career advancement or organisational support, including networking, mentoring, and family-friendly initiatives. It is expected to shed some light on the glass ceiling faced by women as a human resource, particularly from the perspective of entry and mid-level women executives.

Many governments throughout the world have acted to promote gender equality in all sectors of society with varying degrees of success by introducing quota systems or “temporary corrective measures seeking to increase women’s representation in decision-making and policy making processes”. The quota system is an affirmative action tool intended to ensure that women constitute a critical minority of at least 30 to 40 per cent on decision-making bodies. Most of the countries that have succeeded in implementing such quota systems are in Europe, particularly the Nordic countries. In fact, Norway has taken quotas a step further in a bid to increase the number of women on the boards of private and public companies. At least 40 per cent of the board members in state-owned enterprises must have been women. Private companies have to increase their share of women on their boards to 40 per cent. If this level of women’s representation has not been achieved voluntarily by then, regulations setting quotas will come into force.

From the viewpoint of organisational culture, 42 per cent felt that it was more difficult for women than men to be themselves while working independently at work. In addition, 35 per cent felt that it was difficult to assign tasks for women to go outstation or overseas and 23 per cent was independent. The findings show that women think that they can be themselves at work. The major group of female executives in Bangladesh experienced the 'invisible women syndrome' and considered that their performance at work had been unfairly judged. In parallel, most of the female executives also expressed dissatisfaction with prevailing organisational climate and practices.

Traditional gender bias limits the career prospects of female production workers in Bangladesh's garment industry, this study found. Around 85 percent of the machines in the garment industry are operated by women, but they hardly have scope to graduate to managerial posts as their male counterparts overwhelmingly dominate those positions. 05-10 percent of the supervisors were female, 7 percent has chance of being promoted 45 percent hold out hopes of becoming line superior.

In government agency glass ceiling of gender discrimination is less than that of others. May be it is cause for present attribution of prime minister. But others factors of glass ceiling are existed there.

In the educational institution there have a little barrier to get a job for women. Although it is seen in the higher educational institution (Universities & Educational research Centers), elementary and girls school and college.

“Now women are more advanced than the men in elementary teaching”, said Abul Hosen Headteacher of Bashudebkol Government primary school, Sirajgonj.

CorruptionAccording to a recent report, the amount of money Bangladeshi households paid in bribes has more

than doubled compared to two years ago. The reach of corruption, however, has shrunk, the report

indicates. An initial look at the report released by Transparency International Bangladesh (TIB)

showed a quite alarming rise in the share price that Bengalis were paying in bribes. 

In the 12 months up to April last year, extortion was costing Bangladesh the equivalent of 13.6

percent of its national budget.

Of the 7,906 households questioned in the National Household Survey, a remarkable 63.7 percent of

them reported they had needed to pay bribes for government services.

A great number of average Bangladeshis agree that corruption is rampant. While Iftekaruzzaman said

bribery was more widespread in rural areas, people from big cities as well as small villages paying

out bribes was simply part of every-day life.

No people are faced Glass Ceiling for corruption to the job.00%Strongly Disagree, 38%Disagree, 23%Neutral, 22%Agree 17%Strongly Agree.

Without corruption it is impossible to promote.05%Strongly Disagree, 44%Disagree, 02%Neutral, 36%Agree 13%Strongly Agree.

All organizations are working hard for erase the corruption.13%Strongly Disagree, 41%Disagree, 16%Neutral, 16%Agree 14%Strongly Agree.

Maximum sectors are free from corruption.39%Strongly Disagree, 53%Disagree, 08%Neutral, 00%Agree 00%Strongly Agree.

In which sector corruption is high?

100%Governments, 00%Privates 00%Educational Institution & Others, 00%Neither

"To run my clothing business smoothly I have to pay 200 takas to bribe the police every day. Police collect the money from us using local agents known as linemen. If I fail to pay the bribe to the lineman of my area, the next day, they won't let me open my shop," said 37-year-old Abdur Rahim who sells garments on a footpath in Laxmibazar, Dhaka.

"Up to one-third of my earnings are taken away by the police every day. I don't think I will ever see a day when I am able to run my business without bribing the police," he added.

Giasuddin, a farmer in Haydarpur village in Sirajgonj district said he had to pay bribes to land registration offices when he sold his land plots.

"If I refused to pay the officials there, the process of selling the land would have not moved forward. So, I chose to pay them sums ranging between 5,000 and 12,000 takas, in each of the four cases in the past two years. If you pay more bribes, your job gets done more smoothly and quickly".

“You will not see taking bribery in Private sector but if you are a government employee they will teach you to take bribery”, said Azgor Hossain, Assistance Commissioner and Executive Magistrate of Pabna.

Where the Finance Minister Abul Mal Abdul Muhith a speech delivered in a program held at the Jahangir Alam hall of the Bangladesh Bank on last 11th November saying that “I do not consider giving or receiving bribe as an illegal task.”

“You will not see taking bribery in Private sector but if you are a government employee they will teach you to take bribery”, said Azgor Hossain, Assistance Commissioner and Executive Magistrate of Pabna. It is clear that in private sector internal corruption is low but when they are expert in giving bribery.

"We now consider bribes as part of regular expenses. It rarely occurs to us that it’s an illegal payment."

“Education is the backbone of a nation,” how it will if it is corrupted. Although this sector is little corrupted but it is an open secret to all how many teachers are appointed without corruption. Some universities are less corrupted but not fully fresh.

Political InfluenceBangladesh is one of most politico-effect counties. It is hard to find a single sector which is not effected politics. So all factors of glass have a little or much political influence. It is one of most effected factor of glass ceiling which has a deep mark. Most of the participant are agreed to this point is political influence creates a barrier to the job both getting and promoting to the upper position.

In our country who are support the ruling party have a great chance to get the job. Most of the participant claim that in government sector the political influence is high. According to them it is impossible to get a pion post job without political support. Which party rules the government the supporter of that party has a great chance to get jobs.

Data AnalysisNo people are faced Glass Ceiling For Political Party Influence to the job.00%Strongly Disagree, 38%Disagree, 23%Neutral, 22%Agree 17%Strongly Agree.

Who are not directly related to the political party are appreciate same to the job. 05%Strongly Disagree, 44%Disagree, 02%Neutral, 36%Agree 13%Strongly Agree.

There has no political influence to promoted upper level in the job.0%Strongly Disagree, 0%Disagree, 28%Neutral, 64%Agree 8%Strongly Agree.

Each and every sector are effected by political parties.04%Strongly Disagree, 19%Disagree, 35%Neutral, 26%Agree 16%Strongly Agree.

In which sector political influence is high?

98%Governments, 2%Privates 00%Educational Institution & Others, 00%Neither

The police cannot work independent of political influence under a political government and are forced to obey orders as a job responsibility, police chief Nur Muhammad has said.

To be appointed in any defense sector in Bangladesh it is most affected area because they are a part of the administration and their performance depends on how the governments use them. Although all sectors are effected by politics, most effected class is fourth class job (previous government employee category). Upper classes are less affected. Private sector is also not free from political influence. But in this sector it is lower than government agencies. Educational institution are also like private sector. But says it is most effect sector as government agencies.

NepotismIn Bangladesh, many employers hire their employees on nepotism basis. If job vacancies become available, they call their friends, colleagues, relatives and their ethnic groups to fill the vacancies regardless of their knowledge, skill, and experience. 

There are many jobless people who are complaining from this kind of behavior. They point out that organizations will not achieve success and/or realize competitive edge through the application of these selection and hiring employees systems.  Therefore, I would like to know more about the impact of nepotism based employment on organizational performance.

Data AnalysisNo people are faced Glass Ceiling For nepotism to the job.00%Strongly Disagree, 38%Disagree, 23%Neutral, 22%Agree 17%Strongly Agree.

Nepotism is not seen too much in the job place.05%Strongly Disagree, 44%Disagree, 02%Neutral, 36%Agree 13%Strongly Agree.

There has no nepotism to promoted upper level in the job.0%Strongly Disagree, 0%Disagree, 28%Neutral, 64%Agree 8%Strongly Agree.

Each and every sector are effected by nepotism.04%Strongly Disagree, 19%Disagree, 35%Neutral, 26%Agree 16%Strongly Agree.

In which sector nepotism is high?

98%Governments, 2%Privates 00%Educational Institution & Others, 00%Neither

Arifur Rahman student of University Dhaka has said” We become disappointed in different spheres of our life. Job or work life is such a sphere. We feel disappointed at the time of getting a job. After completing our education when we move forward to get a job, we find dissimilarities. We move back as inexperienced and failed. We have to lead an unemployed life. As a result the students are in acute disappointment. We will enjoy a drama on it.”

One of the results of nepotism is poorly trained employees and low technical and professional performance. To check this, you only need to analyze the levels of professionalism of the payroll of a public organization or a sub-set state.

Regional Barriereographical barriers refers to being a citizen of certain area that prevented or makes hard to get a job or being promoted in the job. Although our country is not too big as its population. So, to get a job is hard. That makes harder when it was seen being a citizen of area causes

one to being unemployed. Although much of us says this kind of barrier is not seen too much in our country. Let’s see what the participant says about it.

GA banker of National bank says in our country getting job is a challenge. If you are a citizen of marked region then prepare for a battle. Like him, many people agreed to this barrier. Recently it is seen particular areas people getting job easily than other areas. That doesn’t meant people of other areas are not getting job, getting in hard way, may be political support is there which already presented. If we forget political influence then geographical barriers is not much in our country.

Data AnalysisBeing a citizen of certain area doesn’t make any barrier in the job.00%Strongly Disagree, 44Disagree, 42%Neutral, 11%Agree 03%Strongly Agree.People of all areas are equally treated to appoint to the job. 11%Strongly Disagree, 47%Disagree, 13%Neutral, 24%Agree 05%Strongly Agree.People of all areas are offered same remuneration. 0%Strongly Disagree, 04%Disagree, 01%Neutral, 55%Agree 40%Strongly Agree.People of all areas appointed as their competency not for filling their quotas. 17%Strongly Disagree, 41%Disagree, 00%Neutral, 36%Agree 06%Strongly Agree.People of all areas appreciated same for the job. 15%Strongly Disagree, 24%Disagree, 10%Neutral, 31%Agree 19%Strongly Agree.People of all areas need same credential to be appointed. 03%Strongly Disagree, 43%Disagree, 22%Neutral, 31%Agree 01%Strongly Agree.No people are faced stereotyping barriers to get the job. 14%Strongly Disagree, 14%Disagree, 38%Neutral, 26%Agree 08%Strongly Agree.

People of all areas are equally respected in the workplace.0%Strongly Disagree, 0%Disagree, 28%Neutral, 64%Agree 8%Strongly Agree.People of all areas are equally rewarded and promoted at same position and performance. 0%Strongly Disagree, 0%Disagree, 28%Neutral, 64%Agree 8%Strongly Agree.People of all areas are same efficient. 0%Strongly Disagree, 0%Disagree, 28%Neutral, 64%Agree 8%Strongly Agree.People of all areas placed in positions beyond their level of competence because of affirmative action employment programs. 0%Strongly Disagree, 0%Disagree, 28%Neutral, 64%Agree 8%Strongly Agree.People of all areas have same relationship building capability.0%Strongly Disagree, 0%Disagree, 28%Neutral, 64%Agree 8%Strongly Agree.People of all areas are same hard worker.

0%Strongly Disagree, 0%Disagree, 28%Neutral, 64%Agree 8%Strongly Agree.

In which sector gender discrimination is high?

08%Governments, 73%Privates 19%Educational Institution & Others, 00%Neither

Educational InstitutionIn some cases the job seekers face a problem with their past educational institution. “If we can’t apply for the job, why government allow these institutions?” Graduate from national and private university students express their distress in this way. Educational institution barrier is another concerning barriers to the job. Which job considers as high level job are restricted for all applicant. Only applicant from reputed institution can apply to the post.

Public institution create more job demand than private.7%Strongly Disagree, 30%Disagree, 5%Neutral, 46%Agree 12%Strongly Agree.Applicant from all educational institutions are treated equally.01%Strongly Disagree, 29%Disagree,19%Neutral,48%Agree03%Strongly AgreeEducational institutions creates glass ceiling.%Strongly Disagree, 01%Disagree, 04%Neutral,82%Agree13%Strongly AgreeGood institution create a good job opportunity.00%Strongly Disagree, 00%Disagree, 28%Neutral, 64%Agree08%Strongly Agree.Educational institution is considered for promotion. 07%Strongly Disagree, 62%Disagree,23%Neutral, 06%Agree02%Strongly Agree.Educational institution defines job position.04%Strongly Disagree, 19%Disagree, 35%Neutral, 26%Agree16%Strongly Agree.To be efficient a good institution is needed.01%Strongly Disagree, 29%Disagree, 19%Neutral, 48%Agree03%Strongly Agree.Employee of public institutions are more experienced than public.0%Strongly Disagree, 18%Disagree,23%Neutral,33%Agree26%Strongly Agree

In which sector gender discrimination is high?

05%Governments, 52%Privates 41%Educational Institution & Others, 02%Neither

In the private sector it is seen at high proportion. Especially in private bank in their circular letter they mention this clearly.

Physical IncapabilityPhysically incapable educated persons are sometimes face the barriers to the job. Rights of persons with disabilities, is one of the least understood, or rather, one of the mostmisunderstood issues in the vibrant development arena in Bangladesh. It therefore, also hashistorically remained as one of the most neglected & forgotten development agenda both bythe State & the non-state actors. People with disabilities have always been considered asrecipients of charity & welfare. By the late 90’s, almost all donors in the development fieldstarted changing their support from a service-delivery approach to a rights-based approach.Providing a wheelchair to a person with a physical disability, in this change of approach, wasconsidered a charity, not as a facilitation for the child to ensure his access to education, orfor an adult woman to ensure her access to employment! This is only one example of howconfusions have ruled the access to rights and fundamental freedoms, or even developmentof persons with disabilities in Bangladesh.

Data AnalysisPhysical incapable people are equally treated to appoint to the job.04%Strongly Disagree, 50%Disagree, 25%Neutral, 15%Agree 06%Strongly Agree.Physical incapable people are same appreciated in the workplace as capable.05%Strongly Disagree, 29%Disagree, 19%Neutral, 44%Agree 03%Strongly Agree.

Physical incapable people are offered same remuneration as capable.29%Strongly Disagree, 55%Disagree, 14%Neutral, 2%Agree 00%Strongly Agree.

Physical incapable people need same credential or degree to be appointed to the job.10%Strongly Disagree, 45%Disagree, 24%Neutral, 18%Agree 03%Strongly Agree.

Physical incapable people are not rewarded and promoted as capable.07%Strongly Disagree, 15%Disagree, 23%Neutral, 40%Agree 15%Strongly Agree.

Physical incapable people are equally respected in the workplace.15%Strongly Disagree, 38%Disagree, 15%Neutral, 22%Agree 10%Strongly Agree.

Physical incapable people are not same efficient as men. 05%Strongly Disagree, 44%Disagree, 02%Neutral, 36%Agree 13%Strongly Agree.

Facilities are same for physical incapable people and capable people.05%Strongly Disagree, 30%Disagree, 20%Neutral, 37%Agree 8%Strongly Agree.

In Bangladesh, postgraduate and graduate degrees in special education, physiotherapy, medicine and management are available. Specialists in different fields contribute to different training programs as resource persons. In addition, many organizations have regular training officers and field trainers. Training officers usually assist the training managers in carrying out different training programs. Field trainers conduct training and orientation courses at field levels, as well as door-to-door counseling on disability. In Bangladesh, there are two main training systems. One is center-based or institution-based and the other is community-based. All systems cover special education, activities of daily living (ADL) and the formal curricular education of the disabled persons. Inclusive or integrated approaches are becoming increasingly popular. Qualification of the personnel is varied in nature.

Recommendation1. Strategies to facilitate women’s progression to management and executive positions require

high-level commitment to change the existing culture within a firm or organization. Sensitization programmers at all levels of the hierarchy should be geared to refuting the myths surrounding women’s capabilities and dedication to work, improving managers’ understanding of gender and family issues, and endorsing the valuable contribution women can make to an organization’s image and to its productivity. In order to compete on a par with men, it is also essential that women have access to management training and line experience, mentors and role models at the highest levels, as well as admittance to formal and informal networks and channels of communication at work.

2. Integrated and sustained efforts also need to be made to ensure that components of equal

employment opportunity policies (including recruitment, job assignment, career planning, grading, wages, transfer and promotion) are closely monitored and that the procedures are transparent, objective and fair. More inventive elements can be added to ensure that women are not penalized financially for motherhood, such as the elimination of retirement plan forfeitures for career breaks, the provision of unpaid leave of absence with a guarantee of a job on return to work, and the promotion of women who work part-time.

3. One of the main characteristics of professional and managerial work is the extended

working hours that are entailed to obtain promotion. At times it is difficult for both men and women to reconcile the long hours required of management employees with their family responsibilities. Therefore: Family-friendly policies (including flexible working hours, parental leave for men and women, child care facilities, etc.) should be important elements in any integrated package of measures supporting women at work.

4. There are still significant earnings gaps between women and men, which plagues not only

managers and workers with the same qualifications but also the labour market in general. Women earn on average only two thirds of men’s pay. Occupational segregation is the principal reason for these persistent pay gaps. Women are also likely to have shorter careers than men of the same age because they tend either to leave their jobs or work part-time in order to fulfil family responsibilities and return to full-time employment at a later stage. This leads to slower promotion and less pay. Differences in fringe benefits and bonuses offered to men and women managers are also factors contributing to earnings gaps.

5. From women’s perspective, corporate culture restricting their career development,

particularly the lack of family-friendly policies at the workplace, often obliges them to prioritize their family life over paid work. This has important ramifications for their careers, particularly for those who opt to work part-time as they may be overlooked for promotion even when they return to full-time work. What is perceived as “defection” of women executives at a time when they are most useful to their employers seems an unnecessary waste of valuable human resources.

However, previously inflexible organizational structures appear to be giving way to a less discriminatory view of women in the workplace. Organizations’ increasing appreciation of the

comparative advantage of having a better balance of women and men in management is reflected in the steps they are taking to retain valuable and qualified staff.

6. Employers are increasingly committing to diversity management programmers that include a range

of family-friendly plans to enable both male and female employees to achieve a better equilibrium between their work and personal lives. If the precept of diversity management is inculcated into all levels of the workplace bureaucracy, women may finally attain parity with men at work in the diversity of the workforce. Women will be genuinely appreciated as important members of the workplace with attributes that complement those of their male counterparts. However, the success of diversity management programmes requires the unwavering support and commitment of management at all levels of an organization; as yet there is limited evidence of its efficacy as a management tool in eliminating workplace discrimination.

7. The use of quotas to ensure female representation in politics is contentious. They tend to keep

women locked into a gender social order, whereas the crucial issue is to have balanced representation so that politics can benefit equally from both men and women ’s special attributes. However in the short term it is clear that in some parliamentary systems, quotas are the most efficient way of guaranteeing women ’s increased representation in the political arena. But quotas are not the only answer and should be part of a package designed to attract women candidates.

8. Not surprisingly, the gaps in earnings between women and men remain virtually unchanged and, as

we have seen in the example of the United States, are widening in some sectors. Women managers consistently earn less than male counterparts. The pay gaps are due to a variety reasons including women’s need for work flexibility to meet family responsibilities, occupational sex segregation, lower educational levels, and retreating from the workforce which slows down their earning power. However, the reason women at senior management levels earn less than male counterparts is not clear. It may partly be explained by age and seniority differences between women and men senior managers: women senior managers tend to be younger than men senior managers and thus hold less important positions, which impacts on their remuneration level. Nevertheless, more specific data need to be collected on the extent and causes of this partiality.

Appendix

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