women in management pipeline or glass ceiling barriers? gro ladegård 1. associate professor 2. umb...
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WOMEN IN MANAGEMENT
Pipeline or glass ceiling barriers?Gro Ladegård
1.Associate professor
2.UMB School of Economics and Business
3.Oslo University College
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THE GENDER GAP SURVEY World Economic Forum
The Global Gender Gap Index was introduced by the World Economic Forum in 2006 as a framework for capturing the magnitude and scope of gender-based disparities and tracking their progress.
The target respondents included the 100 largest employers in each of the 30 Member countries of the Organisation for Economic Co-operation and Development (OECD) and Brazil, Russia, India and China (over 3,400 companies).
“The Corporate Gender Cap Report shows the current representation of female employees in some of the largest companies in the world’s biggest economies and provides a quantitative analysis of how well these companies are implementing practices and policies that are aimed at reducing gender inequality.”
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National pipelines, private companies
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Score2010
Womenemployee
s
Entry%
Middle%
Senior%
CEOs %
Boarddirector
s
Norway 0,84 36% 16 18 17 12 26
Finland 0,83 44% 17 10 10 13 10
Switzerl. 0,76 40% 14 13 8 0 5
Spain ,76 48% 16 13 16 9 12
Germany
0,75 33% 16 15 8 6 2
Belgium 0,75 39% 20 19 7 0 5
UK 0,75 40% 33 25 16 0 13
US 0,74 52% 20 23 24 0 10
Canada 0,74 46% 27 28 18 0 9
France 0,70 37% 16 23 14 0 8
Greece 0,69 33% 16 14 9 0 5
Italy 0,68 30% 16 17 10 11 7
Brazil 0,67 35% 12 10 13 11 9
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Benefits from closing the gacp
“The Global Gender Gap Reports confirm the correlation between gender equality and the level of development of countries, thus providing support for the theory that empowering women leads to a more efficient use of a nation’s human talent.”
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Perceptions of barriers
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On a scale of 1 (least problematic) to 5 (most problematic), rate thefollowing barriers to women’s rise to positions of senior leadership in your company
Barriers
General norms and cultural practices in your country
3.11
Masculine/patriarchal corporate culture
3.11
Lack of role models 3.03
Lack of flexible work solutions
2.67
1 2 3 4 5 Average Other: opportunities, work-life balance,
networks – total 16 items
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WOMEN IN NORWEGIAN LAW FIRMS
The pipeline of law firms:
– High vertical “ladder”
– 65% of the law students are women
– 11% of the partners are women
Turn-over in law firms:
– Women lawyers leave private firms and go to public sector
– Men lawyers leave public sector and go to private firms
Many explanations, as the traditional:
– Long hours
– Hard competition
– Work-family conflict
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THEORETICAL PERSPECTIVES
What causes turn-over in the private firms?
Hypothesis: Lack of organisational commitment
• Affective commitment (personal preference)
• Cognitive commitment (alternative costs)
• Normative commitment (obligation)
Drivers: Factors that will increase
– personal motivation for working as a lawyer
– personal commitment and identification with the organisation:
Empowerment, identification and values are indep.var.
Turnover intention and organisational commitment are dep.var.
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MODEL
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TurnoverTurnover
OrganisationalOrganisationalcommitmentcommitment
ImpactImpactSelf-determinationSelf-determination
MeaningMeaning
ValuesValuesIdentificationIdentification
CompetenceCompetence
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METHOD
Seven informants: 5 women, 2 men
– Private sector: 1 legal assistant, 2 lawyers and 1 partner (different firms)
– One self-employed lawyer sharing offices
– Public sector: 1 police lawyer, one legal practitioner in a large company
Semi-structured interviews
Audio-taped, fully transcribed
Answers grouped into
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FINDINGS: DRIVERS
Meaning
– Are the fundamental building stone for the profession
– People find happiness and meanind in contributing to society
Competence
– Important for the management of challenges
– Personal psychological feeling of self-efficacy
Self-determination
– A key to the feeling of independence
– Difficult to be on sick leave, especially in private sector
– Little autonomy, in both sectors
Impact
– Varies between the informants, specifically between vertical levels
– Position determines impact specifically in the large private firms with strong focus on earnings
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DRIVERS CONT.
Indentification
– Defined as being in a job where you succeed in contributing to the organisation’s goals
– Difficulty, gives a feeling of insufficiency
Values
– Common characteristics: everyone has a hard time in identifying with the money-value fundament of the large, private firms
– The job changes the perspectives on life
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WHAT CAN MAKE PEOPLE STAY?
Job flexibility: the job should rule the leisure time, not the opposite
Organising/arranging work environment for people with caring responsibilites/children
Leadership: respondents are critical to leadership in law firms
Society at large:
Awareness of the problem may change things
Understanding: there is a lot of verbal understanding but less real understanding
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DESCRIPTIONS
Law professionals do have a lot of meaning and competence in their jobs
There are large variations in autonomy and impact: perceived as a problem
Higly commited individuals are less likely to quit the job
Too strong focus on extrinsic motivation, too less on intrinsic
Flexibility, organising and leadership will strengthen both empowerment and commitment and reduce turnover.
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CONCLUSIONS AND IMPLICATIONS
The work/family conflict is a stereotypical explanation for women leaving law firms, and it is not necessarily correct
The “receipt” for stronger commitment and lower turn-over is fairly simple
The internal organisation, management leadership and policies are historical and may be changed.
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