Gender and the Workplace

Presentation for GNDR 111: Introduction to Gender StudiesDane M. Partridge, Ph.D.Associate Professor of ManagementDirector, University Honors ProgramUniversity of Southern IndianaOctober 2007

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Gender and Education

Evidence of gender disparity in terms of kinds of jobs children think about re: future employment Where does this come from? Are boys and girls

encouraged to take different academic programs that lead to different skills, many of which are gender role stereotyped?

Evolution over time: In 1970, women earned only 9% of bachelor’s degrees in business, 4% of master’s; in 1995, 48% and 37%, respectively

Evolution over time: Doctorates in physics earned by women have increased from 3% of total in 1970 to 15.5% in 2002; engineering, <1% to 17%, etc.

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Labor Force Participation

Labor force participation rate of women has increased from 43.4% in 1971 to 60.2% in 2000 Men’s rate has decreased from 79.1% to

74.7% White men’s LFPR in 2000: 75.4% White women: 59.8 Black men: 69.0 Black women: 63.2 Hispanic men: 80.6 Hispanic women: 56.9

Source: U.S. Bureau of Labor Statistics

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Earnings

Median weekly earnings, full-time wage and salary workers, 2007II

White men: $783 White women: $620 Black men: $597 Black women: $521 Hispanic men: $523 Hispanic women: $470

Source: U.S. Bureau of Labor Statistics

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Organizational Behavior Research OB research suggests men and women often

differ in communication styles Men more likely than women to view conversations

as negotiations of relative status and power Also evidence than men interrupt women far more

often than vice versa and that they dominate the ‘talk time’ in conversations w/ women Some evidence that women more satisfied with ‘virtual

team’ experience than men Possibly due to nature of computer-mediated

communication: lack of nonverbal cues and structure allowed for more equal group participation Source: McShane and Von Glinow (2003)

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Organizational Behavior Research Men more likely to engage in “report talk,”

women in “rapport talk” Rather than asserting status, women use indirect

requests Women apologize more often and seek advice more

quickly than do men Women are more sensitive to nonverbal cues in face-to-

face meetings

But, men and women mostly overlap in their verbal communication styles

Source: McShane and Von Glinow (2003)

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Organizational Behavior Research Some OB research suggests men and women

differ in use of organizational political tactics Direct impression mngt tactics apparently used more

often by men than women Men more likely to advertise their achievements and take personal

credit for successes of others reporting to them Women prefer to share credit w/ others

Men and women seem to differ in assigning blame Women more likely to apologize, even for problems not caused by

them Men more likely to assign blame and less likely to assume it

Women more likely to use indirect impression mngt as well as forms of networking and coalition building (but don’t over-generalize)

Source: McShane and Von Glinow (2003)

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Organizational Behavior Research OB research suggests men and women differ

to limited extent in conflict management style Women pay more attention than do men to the

relationship btwn the parties Women tend to adopt collaborative style in business

settings, more willing to compromise to protect the relationship

Men tend to be more competitive and take short-term orientation

Source: McShane and Von Glinow (2003)

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Organizational Behavior Research Gender Issues in Leadership

Common belief that men and women lead differently 76% of male and female chief executives believe than leadership

and mngt skills of women differ markedly from male counterparts Women generally seen as consensus builders, more

participative leaders Suggested that these qualities make women particularly

well-suited given stronger emphasis on teams and EI Arguments consistent w/ sex-role stereotypes, that men are more

task-oriented and women more people-oriented Research suggests that male and female leaders

equally people-oriented, but female leaders tend to be more participative Stereotyping may lead to greater negative consequences for

autocratic female leaders Source: McShane and Von Glinow (2003)

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Are Women More Ethical Than Men?

Men tend to use principles of justice, women tend to use principles of caring, so women have more of a relationship ethic

Vs. Socialization matters,

gender doesn’t

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Earnings Gap and Employment Law Male/female earnings gap has persisted to

considerable extent over last 25 years Currently ~80%

Equal Pay Act (1963) Prohibits pay discrimination based on gender Men and women must receive equal pay for “equal work” Allows pay differences based on

Seniority Merit Productivity Any factor other than gender

Cannot lawfully pay women less than men by labeling identical work differently

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“Women vs. Wal-Mart”

AVERAGE ANNUAL EARNINGS** IN 2001 ----------------------------- NO. OF % OF MALE FEMALE

JOB EES* WOMENSALARIES SALARIES

REGIONAL V-P 39 10% $419,400 $279,800DISTRICT MNGR 508 10 239,500 177,100STORE MANAGER 3,241 14 105,700 89,300ASST MNGR 18,731 36 39,800 37,300MNGT TRAINEE 1,203 41 23,200 22,400DPT HEAD 63,747 78 23,500 21,700SALES ASSOC 100,003 68 16,500 15,100CASHIER 50,987 93 14,500 13,800

* Full-time ** Including bonuses Data: Richard Drogin

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Earnings Gap Differences in Occupational Attainment

Discrimination and gender stereotyping or choice? In early 70s, over half of women workers were in administrative support and

service occupations, cf. 15% of men Today, about 40% of women work in support and service

In early 70s, less than 20% of managers were women Today, about half of managers are women

In 1960, almost half of women who graduated from college became teachers Today, less than 10%

Differences in Personal Work-Related Characteristics Experience, seniority, education

College major is single strongest factor affecting income of college graduates Differences in Industries and Firms

Female employment more heavily concentrated in small firms Differences in Union Membership

Source: Milkovich and Newman (2005)

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Assertiveness Gap? Study of MBAs entering job market, interviewing for position paying

$61K 71% of male candidates believed they were better than other

candidates, told hiring managers so, asked for more money 70% of female candidates believed themselves to be equal to other

candidates, willing to accept offered salary Men and women have different attitudes about competing and

winning In research study involving computer maze, men performed 50% better

when competing against others in group rather than when paid piece-rate

In research study involving runners, boys ran faster if they ran against other boys, even faster if they ran against girls; girls ran at same speed either running alone or w/ competitor

Social risks: “Consistent assertiveness in a woman rankles people” Men may be more comfortable with selling themselves than women

Source: Washington Post, 7/8/03

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Earnings Gap and Employment Law In AFSCME v. State of Washington case, jobs of

maintenance carpenter (2.3% female) and secretary (98.5% female) were deemed to be “equal” in value or worth by job evaluation study

Prevailing market rate 7/1/80 for carpenter, $1707/mo., for secretary, $1122/mo.

What to do? Market rates are defense to paying dissimilar jobs differently

under Civil Rights Act (unlike Equal Pay Act, and equal work) “Comparable worth” advocates that women performing jobs

judged to be equal on some measure of worth should be paid the same as men

Not mandated by federal law Some states, for public employees; Ontario, public and private

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Differences in Occupational Attainment Causes of Job

Segregation Socialization Social and

Institutional Barriers But note

CRA ‘64 What about

ease of exit and re-entry?

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Diversity Initiatives

Diversity initiatives are about creating an inclusive climate. “There must be a place for everyone, even those whose personalities, political parties, religious practices and a host of other variables require accommodation.”

“Diversity is easy when we are all alike. It is really tested when we are forced to be flexible and expand the boundaries of our inclusion.”

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Diversity Initiatives

“Inclusion, however, does not require changing your values. It is not the organization’s place to tell you how to feel or how to think, but it can legitimately expect you to work with any and all colleagues and coworkers on common tasks.”

“Appreciating fellow employees for their talents and utilizing those talents in pursuit of accomplishing goals and objectives should be the focus of a diversity initiative.”

Gardenswartz and Rowe (1999)

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Gender Diversity

What tactics are orgs using? Set goals and objectives Modify succession planning

Identify top female/minority candidates, provide opportunities to acquire necessary experience

Lack of general mngt or line mngt experience seen as primary obstacle to advancement of women

“Glass walls” as well as “glass ceilings” Pay for diversity management performance Diversity training

E.g., male/female differences in leadership styles (Business Week, 2/17/97; Harvard Business Review, June

2003)

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A Cautionary Note… Recent research suggests that having a diverse workforce does

little to improve a Co’s business performance or bottom line Diversity education programs have little impact on performance

Don’t give people skills needed Need training to deal with group process issues, communicating

and problem-solving in diverse teams Hard metrics for measuring performance results or return on

diversity spending are in very short supply Generally more success in dealing with gender issues than

racial/ethnic issues Source: Workforce, April 2003

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Sexual Harassment Defined

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature, when: Quid pro quo Unreasonably interferes with work performance

or creates an intimidating, hostile, or offensive work environment

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Sexual Harassment Defined

Elements of “hostile work environment” Severe and pervasive Reasonable person (woman?) test

To what extent do men and women differ in their perceptions?

Employee need not have suffered any detriment (e.g., termination)

Basis for imputing liability to employer Conduct by supervisor Co-worker Client or customer

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Sexual Harassment Defined

Employer’s defense (when no tangible employment action taken against employee) employer “exercised reasonable care to prevent and

correct promptly any sexually harassing behavior,” and “the plaintiff employee unreasonably failed to take

advantage of any preventive or corrective opportunities provided by the employer or to avoid harm otherwise”

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Elements Of An Effective Harassment Prevention Policy

Be in writing; Define what constitutes harassment and declare

that it will not be tolerated; Establish a complaint procedure; Involve training and education programs to

sensitize supervisors and employees to harassment issues;

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Elements Of An Effective Harassment Prevention Policy

Include a prompt and thorough investigation of every complaint;

Provide for prompt corrective action, including appropriate disciplinary action, if it is determined that unlawful harassment occurred.

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Hostile Work Environment and the “Assumption of Risk”

You are a restaurant manager and patrons are making arguably offensive comments to female waitstaff. What do you do?

Does it matter whether it’s Hacienda or Hooters? Hooters staff must sign Co SH policy, which includes acknowledgement that

“female sexual appeal is an essential ingredient of the Hooters concept” Also must sign Ee handbook containing waiver:

“Work environment is one in which joking and innuendo based on female sex appeal is commonplace….I do not find my job duties, uniform requirements, or work environment to be offensive.” Uniform requirements include orange shorts, Hooters t-shirt, half-shirt, tank top, and

“prom-like appearance” (hair, makeup, nails done neatly) In Washington D.C. area, mngr filed SH case based in part on boss taking

her to lunch at Hooters Settled hiring discrimination lawsuit in 1997, after EEOC dropped action in

1996

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Affirmative Action Plans

Objective distinguishable from equal employment opportunity – it is to take “affirmative action” to increase representation of historically underrepresented groups

Elements Utilization analysis Goals and timetables

“goal” vs. “quota” Action steps

OFCCP

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Redefining Achievement

Should achievement be redefined, so as to better reflect women’s lives and realities? To achieve work/life balance?

How would you define success in your life, re: career, family, other activities?

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Power: Do Women Really Want It? Should ‘power’ be redefined?

Do women have to follow ‘the boys’ scorecard’? Fortune 2003

Suggested that women view power differently from way men do Seen in terms of influence, not rank

‘Making a difference’ Many fast-track women ambivalent about what’s next

This despite fact they foresee day in which there is parity in gender representation at top of corporate America

Do women lack power in business because they just don’t want it enough? Do women want to ‘fill the pipeline’?

Only 9% of teenage girls anticipate careers in business, cf. 15% of boys Women make up 36% of MBA students, cf. 47% med school and 49% law

school Half of entering classes at law and medical schools are fresh out of college,

but most first-year business students have had three to five years work experience – biological clocks are ticking (New York Times, 11/6/04)

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Power: Do Women Really Want It? GE study of 135,000 professional ees

Women quit at higher rate Female voluntary turnover 8%, cf. 6.5% for males (2,000+ more women quit

each year) Catalyst studies

26% of professional women who are not yet in most senior position indicate they don’t want it

But, while 57% of men aspire to be CEO, so do 55% of women… (Wall Street Journal, 6/23/04)

Women have made more progress in moving into top positions in academe than in business or government 21% of college presidents are female USI’s provost (Linda Bennett) is female

16% of law firm partners are female 14% of U.S. Senate and 14% of U.S. House female 8% of major co top mngrs (EVP+) female, 2% of CEOs of Fortune 500 female

However, may not hold true for sciences (where perception is that gov’t has been more open and fair…)

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Power: Do Women Really Want It? Gender differences

Citigroup mngr reports that when she interviews candidates for “stretch assignments,” women often tell her they’re not ready – men almost never do

May be it’s not that women can’t get high-level jobs, but rather they’re choosing not to… “Dirty secret: women demand a lot more satisfaction in their lives than

men do” (Jamie Gorelick) “Women have to play be the same rules as men do, and right now there are

really brutal rules for women who want to have families” (Hilary Clinton) To get to highest levels of power, women may be forced to choose between

work and children Or may need stay-at-home spouse

“Glass ceiling” or “maternal wall” Er who assumes mother is less committed to job because of home

responsibilities is engaged in potentially illegal gender role stereotyping re: caregivers (HBR, 10/04)

“The Opt-Out Revolution” (Belkin, NYTimes Magazine, 2003)

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The Opt-Out Revolution

Between one-quarter and one-third of professional women are out of work force Number of children being cared for by stay-at-home moms

has increased by nearly 13% in less than a decade Percentage of new mothers who go back to work fell to 55%

in 2000, from 59% in 1998 Two-thirds of mothers 25-44 work fewer than 40 hrs/wk

Only 5% work 50+ hrs White male MBAs: 95% working full-time; white female

MBAs: 67% (African-American female MBAs more similar to white men than women)

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The Opt-Out Revolution

Belkin suggests that women today have the equal right to make same bargain men have made for centuries – to take time from family in pursuit of success

Instead, women are redefining success In doing so, redefining work?

Suggested that balance between work and life is different for women than men But, pull of motherhood or push of job

dissatisfaction?

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Redesigning Organizations Significant organizational challenge in redesigning organizations

to take advantage of mothers ready to re-enter work force Attract, retain, motivate, plus now re-integrate? Many professional women who quit their jobs to raise children

now trying to go back – and they’re finding it harder than they ever imagined Two-thirds of highly-educated women who left jobs mainly for family

reasons want to return to work Deloitte & Touche “Personal Pursuits” program, which allows ees to

take unpaid leave for as long as five years Training sessions for those on leave, mentors to stay in touch

“There’s a part of every woman who has had what it takes to succeed on Wall Street that yearns for that type of overachieving applause that you got, and that motherhood does not allow you to have. There’s just no applause. And I miss that.”

Source: Wall Street Journal, 5/6/04

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Redesigning Organizations 37% of women surveyed in study in Harvard Business

Review voluntarily left work at some point in their careers – 43% of those w/ children – average break lasted ~2 years In contrast, only 24% of men took time off from

careers (w/ no difference btwn fathers and non-fathers) – average break lasted ~1 year

44% of women cited family responsibilities as reason for leaving, cf. 12% of men Among men, primary reason was career enhancement

In this study, 93% of women who took time off from work wanted to return to careers

Reductions in earnings potential due to exit and re-entry are a primary reason for earnings gap btwn men and women of comparable education increasing during child-bearing and –rearing years

Source: Business Week, 3/28/05

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Selling Yourself

Strategies consultants offer for mothers planning to return to work Present your volunteer work with active business words Never apologize for the time off Convey that you’re truly committed to working again

While you’re out of work: Be strategic about volunteer work you do Keep abreast of your field

Source: Wall Street Journal, 5/6/04

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Redesigning Organizations Some evidence of growing dissatisfaction on part of men w/ price

required to advance in corporate America, desire for same flexibility and balance that women want Belkin suggests that instead of women being forced to act like men, men are

being freed to act like women Number of married men who are full-time caregivers to their children has

increased 18% (to what and from when?) Working men born between 1965 and 1979 now spend ~3.5 hrs/day with

their children – same amount as working women Among all working men, ~2.7 hrs, up from 1.8 hrs in 1977 70% of men report they would take a pay cut to spend more time at home w/

family, almost half would turn down promotion if it meant less family time Biggest change is new unwillingness to relocate

(Business Week, 11/8/04) Family-friendly organization?

Better opportunities to work flexible hours, share jobs, not relocate NPR: “Women’s Perks Can Bring New Problems”

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Get a Life! Men and women far more alike in

desires than had been assumed 84% of senior Fortune 500 male

execs say they’d like job options that let them realize professional aspirations while having more time for things outside work 55% say they’re willing to sacrifice

income 80-hr week had become norm in

consulting, law, investment banking Jeff Immelt, GE CEO, boasts of

working 100 hrs/wk for 25 years “Businesses need to be 24/7 –

individuals don’t” (Anne Mulcahy, CEO Xerox)

Nearly half believe that for exec to bring this up w/ boss will hurt career The younger the exec is, the more

likely to care about this Fortune, 11/28/05

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Get a Life!

Up to 80% of top mngt time is devoted to issues that account for less than 20% of co’s long-term value

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Law School: Out of the Combat Zone One group of female legal scholars

vehemently opposed to Socratic Method Observed that women tend to be more reflective

and take longer to formulate answers in class Men often better at giving quick, clear-cut answers

under the pressure Socratic Method creates Women law school graduates more than twice as likely to

choose public-interest jobs (although very small percentage of both do so)

Source: New York Times, 11/6/04