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Abstract:
The main purpose of this project is to find out the opportunity and obstacles that women in
senior management position have to face. Therefore some variables need to be interpreted to
make the understanding more clear about workplace discrimination faced by women. In our
survey we have used discrimination, family and child, company environmental factors, mentors,
culture, recognition and career advancement as our variables.
Introduction
With the modern work environment emphasizing feminine relationship-building skills to the
exclusion of masculine competitive instincts, the idea that women make better leaders than men
is gaining ground. But many women in conjugal life do not feel comfortable to play dual role in
family and children and career. Women have to face critical problem during cooperation with
male workers.Developing field of the "psychology of work satisfaction is a key determinant of
effective career planning for organizations, and both for man and woman.
Efficiency of women to succeed professionally has been acknowledged all over the world.
Nevertheless gender discrimination in the workplace did exist and still continues in one form or
the other. With better educational opportunities more and more women are opting for financial
independence by working towards a stable career. Today almost every field that was earlier
touted as being men only has been pervaded by women. If a woman qualifies on the basis of all
the requirements of a profession, then there is no reason why there should be gender
discrimination in the workplace. Although laws have been passed in most countries to provide
equal opportunities at the workplace for both men and women, the fact is that 'women and glass
ceiling still exist. (ref. article:1- M. Linehan and J. S. Walsh. Breaking the glass ceiling; British
Journal of Management, Vol. 12, 8595 (2001)
In addition, however, the path between the mother's employment status and child outcomes is along one; there are many steps in between. To understand how maternal employment affects the
child, it is needed to understand how it affects the family because it is through the family that
effects take place. Most of the time it is very difficult for women to maintain family life and
work life together. It is found that most of the women hardly manage their family commitment
and commitment to their work together. Married respondents with children believed that
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partaking in international assignments created more conflict for them, and they were always
conscious of the difficulties their careers caused for family members. (ref.article:1- M. Linehan
and J. S. Walsh. International career versus relationship and child-rearing conflicts; British
Journal of Management, Vol. 12, 8595 (2001) Workfamily conflict is experienced when
pressures from the roles of work and family are mutually incompatible, such that participation in
one role makes it more difficult to participate in the other (Greenhaus and Beutell, 1985).
Various studies have shown that women continue to take responsibility for household tasks and
childrearing, regardless of how many hours they work outside the home (Hochschild, 1989;
Lewis and Cooper, 1987; Pleck, 1985). (ref.article:5-M. Linehan and J. S. Walsh. Workfamily
conflict; British Journal of Management, Vol. 11, Special Issue, S49S58 (2000)
Working women should receive equal pay for equal work. Management support for working
women in balancing responsibilities between family and work for many companies nowadays
indicates that they are very supportive. Company should value the work of a female worker
equally as that of a male worker and company policies should also be equal for both male and
female. A number of senior women felt that organizations viewed the performance of men and
women differently. (ref.article:2-Careers of Senior Men and Women. Constraining factors;
British Journal of Management, Vol. 19, S141S149 (2008)
"Importance of Mentoring in the Workplace" reveals that the majority of women have a formal
or informal mentor-someone who has influenced their personal and professional development
and contributed to their career success. Male mentors help women they mentor by providing
general business training, leadership opportunities, coaching feedback and advice as well as
networking and advancement opportunities. Women also noted that they learn negotiating skills
from their male mentors. By contrast, if a mentor is a woman, the most essential contributions
include informal fellowship, guidance within the corporation, motivation and encouragement.
There are not enough women in senior international managerial positions yet to act as mentors
for other women. As a result, female managers are more likely to be mentored by males. The
findings establish that the mentors gender does not influence the effectiveness of the mentoring
relationship. (ref.article:1- M. Linehan and J. S. Walsh. Mentors; British Journal of
Management, Vol. 12, 8595 (2001)
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The entrenched cultural norms affect the progress of women into and through the ranks of
management. A culturally disparate, economically similar society is used to seek an insight into
female progression up the corporate ladder. Employs are in a social-structural framework for
analysis to explore comparative statistics. Conclude that cultural differences substantially
influence the social, organizational and legal mechanisms that encourage or discouraged
discrimination. Women in our culture are not allowed to work long than men because it is
perceived negatively. Womens success in achieving senior post varies-it is greater in the
profession than in the corporate management and there are some evidence that it is greater in
female-dominated than male-dominated industries. There is also evidence that women movement
into senior positions is affected by place. In Wales, for instance, women appear to be particularly
disadvantaged, fairing less well in professions than their counterparts in England. Differences are
always attributed to Wales culture, particularly the legacy of mining and heavy industry and the
associated cultural stereotype of the Welsh mam. Despite such differences, the significance of
place in explanations of womens under representation in senior management has largely been
ignored. The similarities of womens experiences across industries and occupations have been
noted rather than any differences between them. (ref.article:4-Nickie Charles and Charlotte Aull
Davies. Cultural stereotype; The Editorial Board of The Sociological Review 2000)
If female workers feel that they are valued by the company they will be more devoted to their
work. The company should provide the employees with moral encouragement. Employees under
a female senior manager of a company should follow her instruction and try to appreciate her for
her work. Nowadays it has been observed that in different organization women are in senior
management position and they are doing better than their male counterpart. In business, there are
few women who are role models and who have done exceptionally well. There is no reason why
there should not be at least as many women at the senior level as there are men. (ref.article:1-M.
Linehan and J. S. Walsh. Tokenism and lack of female role models;British Journal of
Management, Vol. 12, 8595 (2001)
After decades of progress, today's working women still report significant barriers to career
advancement. Women are still facing challenges when it comes to career opportunities and
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advancement. Women have to look very hard for advancement opportunities and make it a
priority. A man is expected to advance, be promoted throughout his career. A woman has to
prove herself over and over for each upward move. Work/life balance is so difficult for women.
Children, aging parents, home responsibilities all seem to be more women's issues. Women look
for challenge rather than status. All the senior women did talk about seeking challenges, and the
lack of opportunity for personal growth or challenge was identified as an important reason for
seeking new opportunities. (ref.article:2-N. Cornelius and D. Skinner. Characteristics of
participants;British Journal of Management, Vol. 19, S141S149 (2008)
Significance of the topic:
In the last half of the 20th century labor force participation rate of women is increasing. But in
most of the cases women managers remain concentrated in junior and mid management position
and the percentage of women in high management is very low. It is found from research that
majority of women are employed in junior managerial positions. In the higher management
position, international moves are obvious. But women have to face lots of difficulties for their
movement in the career. It is a kept challenge for Human resource management policy to
develop effective strategies to overcome discrimination against women otherwise; it will be
costly to organizations and will limit the potential supply of managers.
Discrimination is one of the main factors for the development of female career in high
management. The issues might be found that women are not seen as equal as man in terms of
skills; women are stuck in mid level because of gender , women are not always paid on equal
basis, man's achievement got more exposure than women and opinions of man worker gets more
preference.
Workfamily conflict is experienced by women worker often when pressures from the roles of
work and family are mutually incompatible, such that participation in one role makes it more
difficult to participate in the other.
Company and environmental factor plays important role in womens career development.
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Getting proper mentor considering gender in Career development is very important. Scarcity of
women mentor, considering men as effective mentor are the difficulties in the issue. Culture in
workplace is a big issue for womens career satisfaction. Recognition and career development is
critical aspect for womens career development.
Literature review:
Gender relations are rooted in organizational life. However, these relations are constructed
within the particular organizational context and vary across organizations and societies
(Tienarietal.,2002). Regardless of equal opportunities policies and rhetoric of parity and fairness,
gender relations are often based on asymmetries which reinforce the inequalities between women
and men in organizations. While the idea of gender neutrality has been abandoned (Calas and
Smircich, 1992; Gherardi, 1994; Mills and Tancred, 1992; Mavinet al., 2004), inequalities are
often revealed by numerical discrepancies between men and women in certain positions (e.g.
managerial). Research (Alvesson and Billing,1997; Collinson and Hearn, 1996) has shown the
role of gender in organizational functioning and has highlighted the importance of considering
whether managers are men or women when understanding organizational behavior. As most
managers are men it is important to consider the role of women managers and investigate the
construction of womens identities in male dominated working environments. The construction
of identities is seen as a fluid and continuous process of negotiation taking place within the
working environment and society in general. Gender construction is embedded in societal and
organizational practices and although practices and relations change in different times and in
different settings, it is likely that organizations remain dominated by men and masculine
traditions (Kerfoot and Knights, 1993). The sector of higher education is characterized by
specific aspects which make it distinguishable from the business world. However, in higher
education, as well as in business, men and masculine values are dominant (Whitehead, 2001).
Statistics show that men represent the majority of academic staff (in the UK men represent 63
per cent of the academic staff and occupy the most senior academic and managerial positions;
Munford and Rumball (1999) report that only 7 per cent of universities worldwide are managed
by women.
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Women around the world are becoming more qualified in terms of both education and
experience at work and currently represents more than 40 per cent of the global workforce. Yet
their share of management positions remains unacceptably low, with just a tiny proportion
succeeding in breaking through the glass ceiling. Those who have reached these
positions are constantly faced by a lot of challenges from the environment, family as well as their
male colleagues. The representation, although miniscule, the number of women in senior
management in companies are increasing be it the top or middle management
Issues:
1. Slower career growth: the persistent stereotype of managers being male is a key issue in bringing
more gender equality into career paths. Moreover, slowness in career of women also stems from
the fact that they typically move into support functions rather than line management, which lead
to senior positions. The cause could be attributed to the perception that women might not be
committed to their careers, would not be willing to transfer and relocate and are not competent
enough. The true picture is just the opposite. Survey shows that women are equally competitive,
are committed more than men, and have refused relocation lesser than men (Linda Wirth -2001
pp.104)
2. Different management style: Women are mostly dismissed because of their gender and their
different, yet authentic, style. Important points raised by a women at meetings and are ignored,
but when a man then restates it, everyone pays attention and addresses the issue. Research
continually shows that women are interrupted and/or dismissed in public, in boardrooms and in
general gender-mixed discussions many more times than men.
3. Tested: The typical scenario goes like this: "A woman walks in with her male associate (who
happens to report to her), and it is immediately assumed that he is her boss. Not only that, but
even when they figure out that she is the boss, she have to go through this process of being tested
on whether she knows her stuff, how she made it to the top, does she have the 'right' experience,
etc."Everyone has experienced being "tested", but usually when a man is tested, the basis for the
test is not simply because he is male. But for a woman, this is not generally the case.
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4. Excluded, avoided: The relationship building meetings are invariably guys stuff- the golf, drink at
the bar etc. Women feel excluded from these events and find this limits their ability to network
and have mentoring opportunities where they could contribute and learn.
Ensuring effectiveness: Any attempt to ignore the differences or "make them go away" is
doomed to fail, and rightly so. What is called for, and all-too-often lost in the debate, is an
approach that allows men and women to maximize their respective strengths in the workplace
and to recognize that true competitive advantage lies in an ability to allow those strengths to
coexist in a co-operative, supportive and aware workplace. Those organizations best able to
abandon the "battle of the sexes".
One of the most significant features of the global labor market in the last of the twentieth centurywas the increasing labor force participation rate of woman. In recent years, in particular, there
has been a;harris 1995; ) According to Vinnicombe andColwill (1995), women occupy about
10% of management positions in Europe and women managers remai n concentrated in junior
and middle-management positions .
Hypothesis Building:
Hypothesis 1: There is no significant relationship between discrimination and careeradvancement.Hypothesis 2: There is no significant relationship between family and children and career
advancement.
Hypothesis 3: There is no significant relationship between culture and career advancement.
Hypothesis 4: There is no significant relationship between recognition and company
environment factor.
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Research Methodology:
Primary source of data: Our conducted survey was our primary source of data. It was collected
by a structured questionnaire Our topic was to determine the position of women in senior
management. The subjects of our survey were various employees of the company Avery
Dennison.
Secondary source: Personal interview was our secondary source of data. Our objective was to
find out how the company operates and how women are treated in playing a role in those
operations. Our subject for the interview was the Human Resource manager of Avery Dennison.
Company
Environme
ntal
Factors
Family
and
Children
Culture Mentors
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Data collection method:
Primary data was collected by using a structured questionnaire. The employees were informed
about our motive to carry out the survey and were asked to answer the questions according to
their personal opinions to ensure the collection of unbiased and accurate information.
Secondary data was collected from an extensive personal interview from the Human Resource
The sample size was 100 and the data was then processed though SPSS a computer program for
statistical analysis through manager of Avery Dennison. which we found out through regression
which shows the relationship between a dependent variable and one or more independent
variablesand correlation to determine the degree of relationship between two variables. We also
conducted a reliability test to verify whether the data is reliable or not. Based on the answers the
calculations were made and a report was prepared to determine the position of women in senior
management.
Dependent and independent variables
Discrimination: Efficiency of women to succeed professionally has been acknowledged all over
the world. Nevertheless gender discrimination in the workplace did exist and still continues in
one form or the other.
Family and children: Most of the time it is very difficult for women to maintain family life and
work life together. It is found that most of the women hardly manage their family commitment
and commitment to their work together.
Company environmental factors: Working women should receive equal pay for equal work.
Management support for working women in balancing responsibilities between family and work
for many companies nowadays indicates that they are very supportive. Company should value
the work of a female worker equally as that of a male worker and company policies should also
be equal for both male and female.
Mentors: "Importance of Mentoring in the Workplace" reveals that the majority of women have
a formal or informal mentor-someone who has influenced their personal and professional
development and contributed to their career success.
http://en.wikipedia.org/wiki/Dependent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Independent_variablehttp://en.wikipedia.org/wiki/Dependent_variable -
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Culture: The entrenched cultural norms affect the progress of women into and through the ranks
of management. A culturally disparate, economically similar society is used to seek an insight
into female progression up the corporate ladder.
Recognition: If female workers feel that they are valued by the company they will be more
devoted to their work. The company should provide the employees with moral encouragement.
Career advancement: After decades of progress, today's working women still report significant
barriers to career advancement. Women are still facing challenges when it comes to career
opportunities and advancement.
About the company
Avery Dennison is a recognized industry leader that develops innovative identification and
decorative solutions for businesses and consumers worldwide.
The Company's products include pressure-sensitive labeling materials; graphics imaging media;
retail apparel ticketing and branding systems; RFID inlays and tags; office products; specialty
tapes; and a variety of specialized labels for automotive, industrial and durable goods
applications.
Avery Dennison develops, manufactures and sells products through four groups of businesses:
Pressure-sensitive Materials, Retail Information Services, Office and Consumer Products and
other specialty converting businesses.
The company is mainly production based and has its City-office at Uday tower,no 57.Gulshan
Avenue, Gulshan 1,Dhaka 1212 and the production department is in Plot 167 -169 ,Dhaka EPZ
ext area ,Dhaka 1349 ,Bangladesh.
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ORGANIZATIONAL HIERARCHY
About the company
Avery Dennison
Reliability test:
Data analysis has been started with the reliable test of the collected data. Since the sample size
was only 100; it was assumed that if the alpha value greater than 0.6, the data would be treated as
the reliable.
Table: Reliability Test Result
NIPUN
Marketing
Customer
serviceHuman
resource
department
Global
product
development
Vendor
Sales
Retail and
branding
org
Manager
MD REFAT
ALAM
Assistant
Manager
MARIA
HAQUE
Manager
KAVITA
ISLAM
Assistant
Manager
EROSHA
ADHIKAR
Assistant
Manager
SYED S
AREFIN
Manager
SUBRATA
KUMAR
KUNDU
AssistantManager
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SL Dimensions Alpha Value
01 Discrimination -0.8832
02 Family and Children 0.6537
03 Company Environment factor -06650
04 Mentors -0.2300
05 Culture 0.2321
06 Recognition 0.8593
07 Career Advancement 0.5456
Factor analysis:
Factor analysis is done for the alpha value which is less than 0.4.
1. Discrimination: Rotated Component Matrix (a)
Component
1 2
Women are paid on an equal basis as men -.877 .179
Women are stuck in mid level management
because of their gender.846 .194
Men's achievements get better exposure than
women.650 -.407
Women are seen as equal to men .022 .777
Opinions of male workers are given morepreference than of female workers .132 -.695
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
A Rotation converged in 3 iterations.
After factor analysis reliability test result is: Alpha = 0.4370
2. Company Environmental Factor: Rotated Component Matrix (a)
Component
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1 2
Company policies are equal for both genders of
workers-.890 -.046
Men are offered more facilities than women .878 -.034
Most of the companies today including yours, aremale dominated and oriented
.392 -.081
The work of a female worker is valued equally as
that of a male worker.166 .931
General attitudes towards women is friendly -.501 .767
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
A Rotation converged in 3 iterations.
After factor analysis reliability test result is: Alpha = 0.2331
3. Mentors
Component
1 2
Religion acts as a barrier towards working career .787 -.221
Women dont have enough opportunities to socialize with other
professionals as men do.652 -.015
Working late is perceived more negatively for women than for men .628 .334
The culture of this country acts as a major barrier in women's workingcareer
-.192 -.730
The culture doesnot allow women to do a lot of jobs which mennormally do
-.211 .643
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Component
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
A Rotation converged in 3 iterations.
After Factor analysis the reliability tests: Alpha = 0.2271
4. Culture: Rotated Component Matrix (a)
Component
1 2
Religion acts as a barrier towards working career .787 -.221
Women dont have enough opportunities tosocialize with other professionals as men do
.652 -.015
Working late is perceived more negatively for
women than for men.628 .334
The culture of this country acts as a major barrier
in women's working career-.192 -.730
The culture doesnt allow women to do a lot of
jobs which men normally do-.211 .643
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
A Rotation converged in 3 iterations.
After Factor analysis the reliability test: Alpha = .2972
Reliability Test Result After Factor Analysis
SL Dimensions Alpha Value
01 Discrimination 0.4370
02 Family and Children 0.6537
03 Company Environment factor 0.2331
04 Mentors 0.2971
05 Culture 0.4363
06 Recognition 0.8593
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07 Career Advancement 0.5456
Correlations Matrix
Correlation is done to analyze the relationship.
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Discrimi
nation
Family
and
Children
Company
Environment
factor
Mentor
s Culture
Recognitio
n
Caree
Advance
t
Discrimina
on
Pearson
Correlation 1 .473(**) -.607(**) .121 -.198(*) .166 .313
Sig. (2-tailed) . .000 .000 .232 .049 .099
N 100 100 100 100 100 100
amily and
hildren
Pearson
Correlation.473(**) 1 -.240(*) .093 -.168 .148 .396
Sig. (2-tailed) .000 . .016 .359 .095 .142
N 100 100 100 100 100 100
ompany
nviromenfactor
Pearson
Correlation-.607(**
)-.240(*) 1 -.153 .152 -.224(*) -
Sig. (2-tailed) .000 .016 . .129 .132 .025
N 100 100 100 100 100 100
Mentors Pearson
Correlation.121 .093 -.153 1 .250(*) .029 -
Sig. (2-tailed) .232 .359 .129 . .012 .776
N 100 100 100 100 100 100
ulture Pearson
Correlation-.198(*) -.168 .152 .250(*) 1 -.087 -
Sig. (2-tailed) .049 .095 .132 .012 . .388
N 100 100 100 100 100 100
Recognitio PearsonCorrelation
.166 .148 -.224(*) .029 -.087 1 -
Sig. (2-tailed) .099 .142 .025 .776 .388 .
N 100 100 100 100 100 100
areerAdvancem
nt
PearsonCorrelation .313(**) .396(**) -.098 -.011 -.117 -.069
Sig. (2-tailed) .001 .000 .334 .913 .247 .496
N 100 100 100 100 100 100
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** Correlation is significant at the 0.01 level (2-tailed).
Correlation is significant at the 0.05 level (2-tailed).
Analysis of the relationship among diff. variables:
The findings are here under as per the relations developed:
Table 02: Independent and Dependent variables:
SL Independent Dependent
I. Discrimination Career Advancement
II. Family and Children Recognition
III. Culture
1. The relationship between Discrimination & Career Advancement:
ANOVA
ModelSum ofSquares DF Mean Square F Sig.
1 Regression 1.006 1 1.006 10.674 .001(a)
Residual 9.234 98 .094
Total 10.240 99
a. Predictors: (Constant), Discrimination
b. Dependent Variable: Career Advancement
Interpretation:
We take a null hypothesis that there is no significant relationship between Discrimination and
Career Advancement with the alternative that there is relationship.
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In the relationship between Discrimination and Career Advancement it has been seen from
ANOVA table that the F value (10.674) is greater than the significant value (0.001) which
indicates the very positive relationship between these two variables.
2. The relationship between Family and Children & Career Advancement:
ANOVA (b)
Model
Sum of
Squares DF Mean Square F Sig.
1 Regression 1.606 1 1.606 18.227 .000(a
Residual 8.634 98 .088
Total 10.240 99
a. Predictors: (Constant), Family and Children
b. Dependent Variable: Career Advancement
Interpretation:
We take a null hypothesis that there is no significant relationship between Family and Children
& Career Advancement with the alternative that there is relationship.In the relationship between
Family and Children & Career Advancement it has been seen from ANOVA table that the F
value (18.227) is greater than the significant value (0.000) which indicates the very positive
relationship between these two variables.
. The relationship between Family and children and Recognition:
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ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression .288 1 .288 2.197 .142a
Residual 12.872 98 .131
Total 13.160 99
a. Predictors: (Constant), Family and Children
b. Dependent Variable: Recognition
4. The relationship between Discrimination and Recognition:
ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression .363 1 .363 2.781 .099a
Residual 12.797 98 .131
Total 13.160 99
a. Predictors: (Constant), Discrimination
b. Dependent Variable: Recognition
5. The relationship between Culture and Recognition:
ANOVA(b)
ModelSum of
Squares df Mean Square F Sig.
1 Regression
.100 1 .100 .752 .388(a)
Residual 13.060 98 .133
Total 13.160 99
a Predictors: (Constant), Cultureb Dependent Variable: Recognition
6. The relationship between Culture and Career Advancement:
ANOVA(b)
Model
Sum of
Squares df Mean Square F Sig.1 Regressio
n.140 1 .140 1.357 .247(a)
Residual 10.100 98 .103
Total 10.240 99
a Predictors: (Constant), Cultureb Dependent Variable: Career Advancement
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Implication:
The company should have a complaint box where the employees can let the company know
about any problem they are facing. Any problem should be taken care of thoroughly and
solved.
Behavioural expectations regarding women's role in the family represent a very real obstacle
to their corporate upward mobility. The majority of the burden of child rearing still is placed
on mothers, imposing additional responsibility on a career woman that is often not faced by a
man. Thus the company should provide additional facilities like child care services etc to
encourage women to work.
The company should consider the concerns and responsibilities of women before judging
their performance.
From the survey we deduce that almost 30% of women think that discrimination still exists,
so the company can take necessary actions to improve that through frequently
communicating with the women employees, providing them more facilities to change their
mind set.
The company should motivate potential female employees, give them adequate training so
that they are encouraged to break the glass- ceiling and move to top positions in the
company.
The company should ensure that women have suitable mentors in order to encourage them to
reach top positions.
The company should take risks with women and offer them visible 'stretch' roles
The company should implement succession planning with a focus on women
Help employees balance work and personal responsibilities
Conclusion:
Avery Dennison is a production based company and the production department is mainly
male-dominated. So the few women who are working in the production department create
an uncomfortable work environment, for both the men and women, and due to this the
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women may think they are discriminated. In the interview with Maria Haque, the HR
manager, she informed us that issues regarding discrimination existed in the company
when she first joined the company 8 years back. But when it was bought by the Klass, the
current General Manager of Avery Dennison, strict rules and policies were developed and
strictly followed thus reducing discrimination against women to a significant level.
Moreover we have observed that the employees who work in the company are either new
or too young, having a maximum 5 years work experience. This may make them biased
while filling out the questionnaire as they may not want to provide any negative
information about their company. There is a possibility that the new employees have not
face any discrimination after it has been bought by Klass, the new general manager. On
the other hand there are old and experienced workers having a work experience of 8-10
years who has been with the company for a long time and have seen the inequalities
between men and women in their work life with this company. This explains the variation
of data we got in our questionnaires and in the results of our analysis. However looking at
the reliability test we deduce that most of the data is not reliable through which we can
assume that women in senior management are still held back and are considered not equal
to men and the company regardless of all the efforts made tried to encourage women.
References:
Key Issues in the Senior Female International Career Move: A Qualitative
Study in a European ContextMargaret Linehan and James S. Walsh
Department of Adult and Continuing Education, Cork Institute of Technology,
Cork and
Department of Management and Marketing, University College, Cork, Ireland
Email: [email protected](linehan);[email protected] (*Walsh)
The Careers of Senior Men and Women A Capabilities Theory Perspective
mailto:[email protected](linehanmailto:[email protected]:[email protected](linehanmailto:[email protected] -
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Nelarine Cornelius and Denise Skinner Brunel Business School, Brunel
University, Elliott Jaques Building, Uxbridge Campus, Middlesex UB8 3PH,
UK, and Coventry University Business School, Coventry University, UK
Corresponding author email: [email protected]
WorkFamily Conflict and the Senior Female International Manager
Margaret Linehan and James S. Walsh Department of Adult & Continuing
Education, Cork Institute of Technology, Cork, Ireland and Department of
Management & Marketing, National University of Ireland, Cork, Ireland
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