SRM – GROUP PROJECT

GROUP NO- 10
NAME OF THE FACULTY - Dr Pingali Venugopal
COURSE NAME – PGCHRM
BATCH- 10
TOPIC- THE PRESENCE OF A “GLASS CEILING” ON WOMEN
IN MANAGEMENT

GROUP MEMBERS

Name SMS ID Centre

Shivangi Kaul 2217431 Raja Garden , New Delhi

Shilpi Gupta 2218319 Vikas Puri, New Delhi

Sunil Chauhan 2217432 GK II New Delhi

Sunil Naik 2217245 GK II New Delhi

THE GLASS CEILING AND BEYOND :

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 THE STATUS OF WOMEN IN MANAGEMENT IN NCR / INDIA

TABLE OF CONTENT

S.No. Topic Pg. No.

1 Introduction

2 Methodology

3 Data Analysis & Results

4 Discussion

5 Recommendation and Implementation

6 Executive Summary

7 Acknowledgements

8 References

9 Appendix

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INTRODUCTION

In order to develop an understanding on perception of women about existence of

“Glass Ceiling” in organizations today, we have conducted this research. Various
sources of information have been used to compile this study. Data has been collected
from Manufacturing, Services and IT industries. It aims to present the stastical data
along with various research results from literature review, internet sources that have
helped in assessing the institutional and attitudinal prejudices that continue to
hamper women’s progress in professional and management jobs. Cultural and social
attitudes towards what constitutes “male” or “female” jobs result in occupational
segregation, although the extent of the problem varies from country to country, and
from job to job. Women are mainly concentrated in the “feminized” professions such
as nursing and teaching or in jobs where they remain at lower level of jobs. However,
women have continued to make successful efforts to enter into non-traditional fields
such as law, information and communication technology and computer science, and
engineering, and there is evidence that employers are beginning to promote women
more systematically and to introduce family-friendly policies in order to retain them.
However, women who choose non-traditional jobs can face special constraints in the
workplace, not least of which are isolation, limited access to mentoring and female
role models, and sexual harassment.

Over the past few years’ women participation in the workforce has significantly
increased in India. But it is commonly believed that women have less career
advancement opportunities than do men. Some of the reasons of this problem for
women in their career are clearly connected to the idea of a glass ceiling.

“Glass Ceiling” refers to invisible barriers that impede the career advancement of
women. It also refers to situations where the advancement of a qualified person
within the hierarchy of an organization is halted at a particular level because of some
form of discrimination, most commonly sexism or racism. This situation is referred to
as a "ceiling" as there is a limitation blocking upward advancement, and "glass"
(transparent) because the limitation is not immediately apparent and is normally an
unwritten and unofficial policy.

The disparity between male and female representation in public and private sector is
wide in most of the third world countries. Women have little or unequal access to
employment. An insignificant number of women occupy by key decision making
position. Women have been unable to exert power over economic structure in their
societies as they are virtually absent from or are poorly represented in economic
decision making.

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The International Labor Organization (ILO) clarifies that the promotion of women’s
participation in economic activity, including the management and decision making
levels, is not simply a question of equity, but also one of necessity for viable and
sustainable national development. It is generally argued that in the developing world,
like India, where almost half the population is women, the need for involving more
women in the development process can make them more empowered and hence
increase the chances for development. Research indicates that better education and
training facilities for women create greater access in development process.

In India, the stereotype perception results in differing attitude in both genders

regarding women’s participation in different industries and service sectors of the
economy, women are portrayed as weak, unassuming, passive, feminine, submissive,
and dependent. In the work place, discriminatory attitudes include women are less
capable physically, mentally, and emotionally in certain challenges; they are
temperamental and lack motivation, they do well in traditional roles as school
teachers, health and welfare officers rather than in administrative and managerial
positions; their efficiency and commitment last for only a limited time. But over the
past few years it has been observed that women participation in both public and
private employment sector in India has noticeably improved. Although women
participation in workforce has increased but, a very few number of managerial
positions are being filled by women. The basic purpose of this article is to examine
the Glass Ceiling effects in different industries and service sectors in India. The study
also attempts to identify some factors which influence women to advance their career
path. A survey of women provides evidence relating to glass ceiling effects and
possible factors which effect their career growth.

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THEORETICAL FRAMEWORK

There are three variables which are being studied here, Job performance is
dependent variable and it is the variable of primary interest and changes or variations
in job performance will be explained by two independent variables (1) gender
stereotyping (2) cooperation among colleagues. Gender stereotyping has negative
relation with job performance i.e. if there is less gender stereotyping among the
members of organization then greater will be the job performance. Cooperation has
positive relation with job performance i.e. if there is more cooperation among the
employees the greater will be the job performance.
Review of past researches shows if there is gender stereotyping female manager can
not get equal opportunities, males are only favoring the males so ultimately it affect
the job performance of female employees that’s why there is a negative relation
between job performance and gender stereotype.
Past researches also shows that the cooperation plays a very important role in
increasing the job performance because if there is cooperation among employees then
they can motivate each other and it leads towards increase in job performance.

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HYPOTHESIS

 If cooperation among the colleagues at work place is increased then the job
performance of managerial women will be increased.

 If gender stereotyping is reduced at work place then the job performance of

managerial women will be increased.

METHODOLOGY

In this research to assess the impact of GLASS CEILING, we have taken both the
Primary Data and Secondary Data.

Primary Data: We have designed a questionnaire which has been used to understand
perception of female employees in the society about Glass Ceiling. The questionnaire
was circulated amongst female employees in manufacturing, services and IT & ITeS
sectors.
Here we have tried to find out what they feel about their role in the organization, do
they ever face inferiority due to glass ceiling, we have formatted a questionnaire with
a set of specific questions which required them to rate on a Likert scale. These
questions are prepared from both positive as well as negative perspective, some
questions confirming the presence of Glass Ceiling and otherwise. Also, we added
couple of questions to get a ranking of the top reasons that help or prevent women
from progressing in their career. This has helped us in getting views regarding glass
ceiling and the extent of the same.

Secondary Data: We have considered few articles which describe the problem and
recommendations to overcome the Glass Ceiling effect.

We have taken total 6-7 articles for our secondary research from the various websites:
www.wikipedia.com

www.scribd.com
www.citehr.com

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DATA ANALYSIS & RESULTS

ANALYSIS OF PRIMARY DATA

Questionnaire- Part I:
 Average Score of questions confirming presence of Glass Ceiling: 2.42
 Average Score of questions negating presence of Glass Ceiling: 2.32

The difference in the overall score is very less between the two view points;
confirmation of presence of Glass Ceiling is still prevailing.

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 Average Score- View point on Glass Ceiling

Negating, 2.31
Confirming,
2.42

Question wise Average Score

Average response- Question wise detail

SA SD
A-SA
0% 8% SD-D
23%
15%
A
0%

D
8%

D-A
46%

Key for the above chart

SD- Strongly Disagree
D- Disagree
A- Agree
SA- Strongly Agree

Question wise detail:

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 Average Score- Question wise

3.50
3.00

2.50
2.00
1.50

1.00
0.50
0.00
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13

Question wise further detail

1. A male employee feels discomfort with having female managers/ superiors.

Score- 2.33 (Between Disagree & Agree)

2. Management's tendency is not to assign women to challenging/high visibility

projects.

Score- 1.93 (Between Strongly Disagree & Disagree)

3. Male domination of senior positions.

Score- 3.40 (Between Agree & Strongly Agree)

4. Male employee's networks and their grip on powerful/influential positions.

Score- 3.20 (Between Agree & Strongly Agree)

5. In my organization, competitiveness/assertiveness in women is viewed as a

negative trait.

Score- 2 (Disagree)

6. Sufficient opportunities exist in my organization for women to advance into

senior management positions.

Score- 3.07 (Between Agree & Strongly Agree)

7. Networking by my colleagues in my organization limit women's opportunities

for promotions to senior positions.

Score- 2.87 (Between Disagree & Agree)

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 8. In my company, the number of women penetrating the hierarchy and achieving
senior positions is steadily rising.

Score- 2.60 (Disagree & Agree)

9. Management lack genuine commitment to equality of genders and

advancement of women.

Score- 2.50 (Between Disagree & Agree)

10.While working at my current workplace, I have taken a huge amount of time off
for child bearing, child raising, parental care, or similar family responsibilities.

Score- 2.23 (Between Disagree & Agree)

11.Staying long hour than the regular office time is highly appreciated by my
family members.

Score- 1.37 (Between Strongly Disagree & Disagree)

12.I have faced sexual harassment (Oral, gesture, unwanted e-mails etc.) in my
workplace.

Score- 1 (Strongly Disagree)

13.Organizational perception is that women may eventually leave (Maternity

leave) the workplace to raise the family.

Score- 2.57 (Between Disagree & Agree)

ANALYSIS OF PRIMARY DATA

Questionnaire- Part II:

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This section has ranking questions which rate the reasons perceived by women
employees in organizations as the most important and least important reasons for
progressing in career.
3 reasons which have been ranked as the most important that help in progressing
in career are:
1. With equal weightage: Having a proven record of accomplishments and Being
entrepreneurial and taking initiatives are the top most rated reasons.
2. Spending time (e.g., socializing) in the workplace with superiors and influential
individuals is the next best
3. Expressing interest in high stake, challenging, and visible assignments is the 3rd
highest reason.

Reasons rated as important for progressing in

Career

25

20

15

10

0
I J G F C N L

Key for the above chart

A. Being a single woman (rather than married)
B. Being physically attractive (being good looking)
C. Spending time (e.g., socializing) in the workplace with superiors and influential individuals
D. Being a younger woman (rather than an older woman)
E. Having a cooperative and non-threatening style toward others.
F. Expressing interest in high stake, challenging, and visible assignments
G. Higher education and membership in professional organizations
H. Willingness to take business risks
I. Having a proven record of accomplishments
J. Being entrepreneurial and taking initiatives
K. Having the right connections (top management/ decision makers / advisors etc.)
L. Specialized training and variety of work experiences
M. Having a supportive husband or family members
N. Balancing work-home demands more effectively

3 reasons which have been ranked as the least important that help in progressing
in career are:
1. Being a single woman (rather than married) has been rated as the least
important reason.
2. Next is being physically attractive (being good looking).
3. Next to that is being a younger woman (rather than an older woman).

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 Reasons rated as least important for progressing in
career

30
25
20
15
10
5
0
A D B C L

Key for the above chart

A. Being a single woman (rather than married)
B. Being physically attractive (being good looking)
C. Spending time (e.g., socializing) in the workplace with superiors and influential individuals
D. Being a younger woman (rather than an older woman)
E. Having a cooperative and non-threatening style toward others.
F. Expressing interest in high stake, challenging, and visible assignments
G. Higher education and membership in professional organizations
H. Willingness to take business risks
I. Having a proven record of accomplishments
J. Being entrepreneurial and taking initiatives
K. Having the right connections (top management/ decision makers / advisors etc.)
L. Specialized training and variety of work experiences
M. Having a supportive husband or family members
N. Balancing work-home demands more effectively

DEMOGRAPHICS INFORMATION

Responses from a total of 30 participants have been collected across various sectors
which including manufacturing, services and IT industry.
Age: The group of respondents is varying from 25 years to 50 years of age.

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Years spent in current organization: Participants in this group have been associated
with their current organization ranging from 1 year to 10 years.
Education Qualification: This group includes participants who are Graduates or
Masters in commerce, arts or science and also technically qualified professionals who
have done MLL, MBA, MTech. Etc.
Level in Organization: Level in organization is ranging from Lower Middle Level to
Higher Level. The group is inclusive of participants placed at Lower Middle Level,
Upper Middle Level and Higher Level of management.
Average Monthly Income: Varied level of income; ranging from INR 15,000 to INR
100,000 are included in the group.

DISCUSSION

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.

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 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 fulfill
family responsibilities and return to full-time employment at a later stage. This leads
to slower promotion and less pay.

RECOMMENDATION

In view of the results we have received from the primary and secondary data analysis,
following are our recommendations:

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 1. Build strategies to facilitate women’s progression to management and
executive positions. This requires high-level of commitment to change the
existing culture within a firm or organization. This can be done by organizing
sensitization programs refuting myths about women’s capabilities, improving
manager’s understanding of gender and family issues.
2. Admittance to formal or informal networks and channels of communication at
work, this will help them to complete at par with men.
3. Transparent, fair and objective procedures should be adopted for
programs/processes like recruitment, job assignment, career planning,
compensation, transfers and promotions.

4. Family friendly policies should be important element of work place culture.

Work life balance should be promoted and spending long hours at work place
should not be the criteria for performance evaluation or promotion.
5. Specific measures that the employer can adopt to improve work conditions for
women can be:
a. Ensuring anti-discrimination legislation is enforced.
b. Implementing no-nonsense sexual harassment policies at workplace.
c. Providing forums for women to talk about issues faced by them in non-
traditional jobs.
6. Lastly, in order to overcome the general discriminatory view of women with
non-conventional qualifications, programs need to be developed to help
employers recognize the capabilities of women and the benefits they can bring
to their businesses.

Overall response has confirmed the presence of glass ceiling as perceived the
respondents of this survey. However, it is important to not that there a very small
difference of few decimal values between the two view points. The women seem to
have moved away from traditional ``female'' activities and functions such as
administration and education/ training and they are more likely than older women to
be involved in high growth areas such as IT and finance. However, despite their
relative success, they still seem to suffer from selfdoubt and they are more likely to
identify lack of confidence as a career barrier, and the gap between men and women
in this respect increases with seniority. All this suggests a need to rethink the ``glass
ceiling'' phenomenon and its underlying processes. Three ways of thinking are
proposed.

A DEMOLISHED GLASS CEILING

It may be argued that the glass ceiling is a thing of the past. Women are benefiting
from equal opportunities at an early crucial career stage and their rapid career
progress relative to young men may suggest the glass ceiling has been demolished.
Evidence to this effect will unfold in the years to come as women rise in the hierarchy

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and compete on equal terms with men. Recent data to emerge on young men and
women can therefore be seen as the first signs of a sea change in the world of work,
where barriers based on gender have been finally overcome. This is resonant with our
findings

A PUNCTURED GLASS CEILING

While the above interpretation indicates the glass ceiling to be a thing of the past for
women, other explanations would suggest that the glass ceiling is still intact but
taking a different form. In the first of these explanations, the glass ceiling may be
viewed as ``punctured'', allowing some women to pass through. One such group is
women who transcend career barriers to achieve a rapid career progress. One reason
for this may be that young women are seen as ``a-gendered'' in their early career
stages, treated on an equal footing with men.

A RELOCATED AND DEFERRED GLASS CEILING

A similar but alternative argument might be that the ceiling has been relocated at a
higher level and deferred in time so that barriers intensify further up the hierarchy
than previously. Women, by their own hard work and efforts, manage to override
lesser barriers lower down the hierarchy to reap the rewards of hard work in the early
stages of their careers and to achieve a fast rate of progress to senior management.
However, at the upper levels of senior management and beyond, the glass ceiling
intensifies as networks and the ``men's club'' become increasingly important in
facilitating further progress. So while career barriers can be broken down by those
who are sufficiently determined up to a certain stage in the management hierarchy,
beyond that level women encounter more intractable barriers that are difficult to
overcome.

EXECUTIVE SUMMARY

As a part of the study we carried out a survey on 30 women employees in 3 different

organizations. The questionnaire was circulated via e-mail and responses were
collected for data analysis. The study was conducted over a span of 1 month. The
questionnaire, requiring less than 10 minutes for completion, asked the respondents
to give information about their gender, age and to indicate on a 4 point rating scale
the presence of a "Glass Ceiling" for women executives in an Indian organization as
perceived by them. This research set out to present evidence on the presence of the
glass ceiling phenomenon. With the ratio being almost equal, the evidence suggests
that the glass ceiling, although limited is still present. We have proposed three
alternative explanations to this: first, that the glass ceiling has been finally
demolished and women managers have begun to feel the full benefits of a level
playing field; second, that the glass ceiling is intact but punctured, to allow women,
benefiting from an a-gendered identity and unhampered by sexist attitudes that

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continue to dog their elders, to pass through; and third, that the glass ceiling has
been relocated and is now positioned at a higher level so that women, through hard
work and effort, break through lesser barriers lower down the hierarchy but
encounter the glass ceiling at or beyond senior management. Further research of both
a qualitative and quantitative nature should help discern which of the above
explanations better captures the evidence of this and other studies. However,
whatever the perspective, an understanding of women managers' career progress
needs to incorporate the significance of age and of time and how these factors impact
on organizational practices and processes.

ACKNOWLEDGEMENTS

Our heartfelt thanks to the people who helped and supported us during the making of
this report. Our deepest thanks to Prof., Dr Pingali Venugopal the Guide of the
project for guiding us with attention and extending his support. We would also thank
our Institution and other team members without whom this project would have been a
distant reality.

REFERENCES
www.wikipedia.com

www.scribd.com
www.citehr.com

APPENDIX

Annexure 1: QUESTIONNAIRE FOR WOMEN EMPLOYEES IN ORGANIZATIONS

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