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The effect of gender inequality in the workplace
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The effect of gender inequality in the workplace
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Qualitative data analysis requires a logical approach in order to interpolate data into useful information. Participants, and any further obtainable data that will shed light on the studied phenomenon should base the analysis on the objectives of the study, and the response. Coding the information into useful groups that is provided by either preconceived notions or collected responses will be the basis of this qualitative study. In addition, the classification of data into recurring phenomenon, patterns, or relationships, may assist the analysts in determining specific causality for the phenomena. The last step for the analysts is to present the data in the simplest form possible for easy digestion of beneficiaries. Purpose of the Study The purpose of this study is to focus on the phenomena and cause of African American women in management or organizational leadership. According to Webster (2014), the glass ceiling is, “an unfair system or set of attitudes that prevents some people (such as women or people of a certain race) from getting the most powerful jobs” (p. 1). The double glass ceiling that systemically makes it more challenging for African American women working in nonprofit organizations within the City of Philadelphia to break into important leadership positions. Quantitative analysis will be used to ascertain and organize data to offer empirical evidence that supports the claims of low representation of African American women in Philadelphia leadership roles; however, this qualitative study will delve into the causality of this phenomenon, and this qualitative study may offer new insights into the involvement, and articulation of business strategies surrounding recruitment and retention of African American women ... ... middle of paper ... ...most powerful qualitative data analysis software. Stallarholmen, Sweden: Form & Kunskap AB. Gibbs, G. (2002). Qualitative data analysis: Explorations with NVivo. Buckingham: Open University. Grbich, C. (2007). Qualitative data analysis: An introduction. London: SAGE Publications. Maxwell, J. A. (2012). Qualitative research design: An interactive approach (Vol. 41). Sage O'Regan, P. (2001). Financial information analysis. Chichester England: J. Wiley. Leedy, P. D., & Ormrod, J. E. (2010). Practical Research Planning and Design (9th ed.). Upper Saddle River, NJ: Pearson Education, Inc. Padgett, D. (2004). The qualitative research experience. Belmont, CA: Wadsworth/Thomson Learning. Trochim, W., & Donnelly, J. (2008). The research methods knowledge base Mason, OH: Cengage. ISBN: 9781592602919 Wells, K. (2011). Narrative inquiry. New York: Oxford University Press. Ltd.
The issue of black success in a corporate world such as America is best understood as one of culture and ethnicity. Generally, success in business demands a certain personality and level of ability, just as does success in politics. A quick look at the current status quo of power and authority in the business world will prove that. But existing societal conditions remnant of the evil specter of slavery have created a persona within the common black identity that is fundamentally opposed to business success. Nagel writes: “Culture is constructed … by the actions of individuals and groups and their interactions within the larger societ...
Because workplace discrimination is closely tied with underemployment and unemployment, it’s important to know why blacks continue to obtain lower positions and promotions than their white co-workers. In The Social Psychological Costs of Racial Segmentation, Tyrone A. Forman discusses explanations of the separation of middle class African Americans in the workplace. The amount of blacks and whites co-working has grown, but blacks are often given the jobs with the lower prestige and rarely any chance of promotion. Despite increasing numbers of middle-class blacks working the same types of jobs, African Americans are primarily segmented...
An increase in minority employment in healthcare organizations has increased, but there lacks an increase in positions of leadership and management. Those positions that have increases are lower level positions of the hospital such as janitors and cooks that are very well still important, but do not play a role in leadership and management. These positions do not require an educational or leadership background. The problem that healthcare management is facing is the lack of diversity in leadership there are very few minorities who have positions as chief executive officers (CEOs), health service managers, and healthcare support employees. The percentage of CEOs are 11.7%, health service managers account for 21.5%, and 43.6% of healthcare support employees are a minority. Whereas, minorities who hold maids and housekeeping cleaners positions are 62.3% which is more than any other position (Gabor 2008). To change these percentages, minorities need to become more educational involved in healthcare and leadership by receiving degr...
Some feel that affirmative action in universities is the answer to the end of racism and inequality. If more black students get into and graduate from good colleges, more of them will go on to even out the lopsided numbers in the work force. Prejudice secretly slips through everyone¹s thoughts. Or so Barbara Ehrenreich believes when she writes of a quiet, subliminal prejudice that is caused by statistics that prove the fewer numbers of blacks in high profile jobs. When we see ninety percent of leadership roles in the corporate world held by white men, we begin to doubt other¹s competence in that field. With so many minorities in menial roles, people begin to believe the white man is best for ...
Blacks are prevented from enjoying life in the American work force because of their race. The problem is that Whites cause Black misery, but do nothing to change this. Jill Nelson’s White supervisors could have been more accommodating to Nelson’s needs. They could have taken measures to make her more comfortable in the work place, possible by hiring more Blacks. Their newspaper could have began to portray Blacks in a more positive, truthful light.
There are many reasons why Stereotypes exist but the main reason is there are so few historical accounts written about modern African American professional women (Bell, 2004). Literature on slavery and considering the culture today, the media, and rap music, African American professional women are left with only dramatized accounts of their life experiences (Bell, 2004). The fact is there is a nation of people that only know a very small chapter of their lives. Therefore, combating stereotypes, biases, racism, and hatred, is a never ending battle,
In America many groups have fought hard to gain equality in treatment, rights, and everyday living standards. Women are included amongst these groups. At one point in history women were not allowed to vote or carry the same positions as men in work. Due to amendments and affirmative action these hindrances for women have been abolished. What still remains to day is the inner struggle within jobs also known as glass ceilings? Glass ceilings are daily obstacles for most women in their jobs every day. As country of equal opportunity should we Americans continue to fight for more equality or accept the situation and be grateful for the change that has already come into place?
Women face discrimination in the workplace. Discrimination is defined as a behavioral activity is exhibited in how people treat members of other groups and in the decisions they make about others. In chapter 3 Race and Ethnicity in the United States discusses how discrimination not only effects positions in companies it also affects pay rates. Income is drastically different when it comes to men and women and only gets worse for women who are minorities. These women have broken through the glass ceiling in their corporations. “In 1991 the Glass Ceiling Commission was formed to help women and minorities, fight their derrepresentation in the workplace”. With this article and with research that is being done women are starting to break the glass ceiling that is holding them down. Women account for only 2.2% of Fortune 500 companies CEO roles. The number is shockingly low, less than 15 companies have women CEO’s in the 500 companies we look at that best fit our country’s
Hughes, Diane, and Mark A. Dodge. "African American Women in the Workplace: Relationships Between Job Conditions, Racial Bias at Work, and Perceived Job Quality." American Journal of Community Psychology 25, no. 5 (1997): 581-599.
Women are underrepresented in managerial (Adler 451) and executive level positions within organizations in the United States even today. Although females embody almost fifty percent of the workforce (Adler 451, they occupy only about thirty percent of all salaried positions, twenty percent of middle manager positions, and about five percent of executive level positions (Bell 65). At the current rate of increase in executive women, it will take until 2466 or over 450 years to reach equality with executive men.
Thematic analysis is espoused to be the foundational approach to qualitative analysis and methods (Saunders et al., 2016 as stated in Braun and Clarke, 2006: 78) and it is a useful method used to identify and analyse the order and patterns of qualitative data (Attride-Stirling, 2001). Qualitative research method depicts the correlation that exists between data and events, creating the pictorial representation of what one thinks a given data says (Saunders et al., 2016). They also opined that, qualitative data analysis is cogent, interactive and iterative. Also, Joana and Jill (2011) and Saunders et al (2016) postulate that, qualitative research brings meanings from words and images as opposed to numbers. However, despite its robustness and rigour of its application, it is skewed more to the interpretivist ideologies since researchers draw conclusion from participants and the hypothesis being forecasted (Joana and Jill, 2011; Saunders et al., 2016).
Another target populations, has been the “glass ceiling,” or invisible barrier, that keeps women and minorities from attaining top jobs. While the ideal of equal opportunity is espoused, it is far from a reality. Women and minorities continue to “peak out” at a low level of management. Kelborn (1995) (pg.
Many writers have addressed the popular question of women and the relationship between gender and leadership. These vary from women not possessing the quality and traits necessary for managerial work to the negative stereotypes attached with women striving to succeed in a male dominant quarter. 3% of CEO’s in the Fortune 500 companies are women [10], therefore this gap in leadership means that there are many obstacles barricading women in senior positions to make that leap through the glass ceiling that is holding them back. In this essay, I will be explaining a few obstacles women in leadership face and what can be done to address them.
The goal on gender equality and impact of gender discrimination varies from country to country, depending on the social, cultural and economic contexts. Anti-discrimination laws have performed a critical role in expanding work place opportunities for women, yet they are still denied full equality in the workplace. Even though they can now secure powerful professional, academic and corporate positions once reserved for men, the ever present glass ceiling still deters the advancement of large segment of the female workforce (Gregory, 2003). Interest in the careers of females remained strong among both scholars and practitioners. Women have made considerable progress in entering the managerial ranks also but not at the highest levels. However, the promotion of women who hold top management positions increased only slightly during the last decade (U.S. Department of Labor, 1992). Shrinking gender differences between men and women in job related skills and aspirations may not reduce employer discrimination that is rooted in the belief that women’s emotions prevent them from managing effectively (Kanter, 1977). Stumpf and London (1981) identified criteria that are commonly used when decisions are made about management promotions. The specified job-irrelevant criteria, such as gender, race and appearance, and job-relevant criteria, such as related work experience, being a current member of the organization offering the position, past performance, education and seniority.. The central question is whether the hiring, development, and promotion practices of employers that discriminated against women in the past have been remedied or continue in more subtle forms to impede women’s advancement up in the hierarchy
Women leaders have the crucial soft skills of empathy, innovation, facilitation, and active listening (Masaoka, 2006). They also have first-hand life experiences that bring technical skills and experiences from the street level to the workplace (Masoka, 2006). Women often build stronger relationships with clients and outside contacts than their male counterparts. This relationship building skill, provides a key aspect which helps to move businesses forward (Giber et al., 2009). Fortune 500 companies with a high percentage of women significantly outperformed those with fewer women. Companies with the highest representation of women showed higher returns on equity than those with fewer women employees (Giber et al., 2009). Thus, future organizations may have a higher percentage of female leaders than we have experienced in the past. Future leaders must ensure that there is equality among the workforce and that women are accurately represented among the