Year 2000 Gender Study

Report of the Committee on Work, Life and Gender Issues to the

Public Relations Society of America National Board

Elizabeth L. Toth, Ph.D., Syracuse University

and Linda Aldoory, Ph.D., University of Maryland
Executive Summary | Results | Salaries | The Glass Ceiling | Hiring | Sexual Harassessment |
Roles | Job Satisfaction | Leadership | Work and Family Balance | Conclusion and Next Steps

Appendices: Methodological Procedures | Survey Instrument | Focus Group Protocol

Citation: Toth, E.L. and Aldoory, L. (2001). Year 2000 gender study. Report of the Committee on Work, Life and Gender Issues. New
York: Public Relations Society of America. Available at http://PR-education.org/prsa2000genderstudy.htm.

Web-ster's Note: The survey reported here was conducted in early 2000, and followed by focus groups conducted in six cities. The
content of the Appendices have been reformatted slightly for publication on the web.

This study was funded, in part, by a grant from the Public Relations Society of America.

Executive Summary
The recent PRSA Salary Survey reported that the current demographic in the profession is
70% women and 30% men. This reflects a steady increase of women entering public relations
over the past 20 years, and a possible influence on how public relations is perceived. Due to
this, PRSA initiated a series of trend studies starting in 1990. This report summarizes the
findings from the Year 2000 Gender Study, and compares it to the findings from a similar
study conducted in 1995. In 2000, we studied issues that were still of concern after five years:
salary, a glass ceiling for women, hiring, sexual harassment, roles, and job satisfaction.

With salary, a significant difference exists between men and women, where men average
about $17,000 more than women. We found that this gender difference remained even after
years of experience, age, job interruptions and education were accounted for.

In terms of promotion, we found that participants are more unsure now than they were five
years ago about the existence of a glass ceiling for women. Participants did agree that women
are still hired for more technical positions than managerial ones. This finding coincided with
our analysis of roles, where we found that women were doing more technician tasks, and men
were doing more managerial tasks. In 2000, both women and men are mixing managerial and
technical tasks, where in 1995, only women seemed to be doing it all. With job satisfaction,
men were more satisfied than women with their income and their autonomy on the job. Over
time, women have become more satisfied with such factors as job security, whereas men
showed greater satisfaction with opportunities for advancement.
We introduced two new topics for the 2000 study, leadership traits and perceptions about
work and family balance. Participants believed that good leaders did not use rewards as
incentives, challenged traditional ways, and practiced participative management. Participants
also agreed that employees with children face barriers other employees do not. Women more
strongly believed that it was harder for them than for men to juggle work and family. Finally,
we also found that participants who have no children believed that public relations employees
with children at home produced less quality work.

Some of the data, such as those on the glass ceiling and hiring, show promise for changing
the face of public relations. However, the salary discrepancy illustrates the need for continued
vigilance in the field and increased awareness about discrimination. This report ends with
some suggestions for PRSA from participants in the focus groups, and some steps for future
action.

Results
In general, the average participant was a 40-year-old, married female with a bachelor's degree
who has worked in public relations for a little over 13 years. The average, overall salary
equaled $60,935 (Please see Tables 1 and 2 for demographics from the 1995 and 2000 study
and for both males and females).

In addition to demographics, the survey questionnaire categorized questions around key

topics of interest to PRSA membership. Some topics were studied in 1990 and 1995 and,
therefore, were topics for the 2000 study: salaries and perceptions about salary; perceptions
of hiring; the glass ceiling and perceptions about promotions; sexual harassment; roles and
responsibilities; and job satisfaction. Two topics were added for the 2000 study: perceptions
about leadership, and issues of work and family balance.

After the survey was completed and findings were analyzed, we shared the findings with
focus group participants to obtain more in-depth understanding. Below we summarize the
findings from the surveys and focus groups (please see Appendix A for details of the
methodological procedures and instruments used for the study).

Salaries

2000 Data

Overall, the average salary for survey participants totaled $60,935. There was a significant
difference in salary between men and women, where men's average was higher than overall
average and women's was a little lower: average salary for men was $73,700, and average
salary for women was $56,000 (Please see Table 3 for salary differences by gender and by
year).

When looking at median salary, or the middle point in salary range, there was still a
significant difference of $17,000. Men's median salary was $65,000 and women's median
salary was $48,000.
The findings revealed that years of public relations experience and job interruptions
accounted for some of the salary differences found between males and females. Of particular
note, however, statistical tests showed that even when years of experience, job interruptions,
age and education level were accounted for, gender still made a significant impact on salary
where men still made significantly more than women. Age and education level were found
not to be significant factors at all in the salary difference.

Table 1: Percentages for gender, race and education by year and gender.

Variables % N

Gender
1995 661
Male 36.5%
Female 63.5
2000 853
Male 28.9
Female 71.1

Race

1995 595
White, European American 95.0%
Black, African American 2.2
Hispanic, Latino .3
Asian, Pacific Islander .7
Native American 1.8

2000 781
White, European American 89.1%
Black, African American 3.3
Hispanic, Latino 1.9
Asian, Pacific Islander .6
Native American 1.0
Mixed and other ethnicities 4.1

Education

1995 661
High school or less .6%
Some college 4.1
Bachelor's degree 63.3
Master's degree 29.2
Doctoral degree 2.7
2000 853
High school or less 0.0
Some college 2.7
Bachelor's degree 64.0
Master's degree 30.3
Doctoral degree 3.0
Table 2: Means for salary, age, and years of experience by year and gender.

Variables Mean N

Salary

1995 Total $53,253.79 638

Male 64,585.96 229
Female 46,912.09 408

2000 Total $60,935.15 779

Male 73,706.35 216
Female 56,058.56 562

Age (In Years)

1995 Total 39 618

Male 44 211
Female 37 406

2000 Total 40 812

Male 45 228
Female 38 583

Years of PR Experience

1995 Total 13.49 657

Male 17.34 239
Female 11.28 417

2000 Total 13.47 828

Male 17.44 240
Female 11.85 588

Looking at perceptions of salary, men were significantly more satisfied with their income as a
public relations practitioner than women were. Also, men disagreed that women receive
lower salaries for doing comparable work, while women slightly agreed with this statement.

1995 vs. 2000

The average salary for participants in 1995 equaled $53,250, with men's average being
$64,585 and women averaging $46,912. Looking across time, there was a statistically
significant increase of almost $10,000 in average salaries for women, but not for men (see
Table 3).

The median salaries across time between men and women also continued to be sizably
different. In 1990, men made $18,000 more than women; in 1995, there was a $15,000
difference; and the year 2000 resulted in a $17,000 difference in median salaries.
In terms of perceptions across time, there were no main differences about salary. Overall, the
same differences found between men and women in 1995 were found in 2000.

Focus Groups

In general, male participants said they did not believe there was a salary discrepancy, while
female participants shared several personal stories of discrimination. However, the same male
participants who disagreed with a salary discrepancy admitted later to knowing that they
received higher salaries than comparable female colleagues or that they themselves paid
women less when hiring them. The male participant who hired a woman at lower salary
explained, "I knew what both of them made at their previous jobs. And so, you sort of make
your best deal going in. And there would be a difference there."

The female participants felt that men would not perceive the salary disparity because they
don't experience it. Some of the women spoke of offering more money to attract men because
of the gender imbalance in public relations. One woman said, "You almost will pay them a
little bit more because you need the balance throughout."

Some of the women in the groups and some men said that women in public relations lack the
negotiation skills necessary to request higher salaries. One woman commented, "On two
different occasions, I was offered a position, and on two different occasions, I got the
negotiation skills I learned from a man (emphasis by participant).

Table 3: Independent t-tests for salary by gender and by year.

Gender

Male Means Female Means

(& SD) (& SD)
Variables (N = ) (N = ) t value df significance

1995 64585.96 46912.09 3.46 370 p < .01

(67647.13) (50064.88)
(N = 229) (N = 408)

2000 73706.35 56058.56 6.16 340 p < .01

(37264.49) (31533.61)
(N = 216) (N = 562)

Year

1995 Means 2000 Means

(& SD) (& SD)
Variables (N = ) (N = ) t value df significance

Male 64585.96 73706.35 -1.75 443 ns

(67647.13) (37264.49)
(N = 229) (N = 216)

Female 46912.09 56058.56 -3.48 968 p < .01

(50064.88) (31533.61)
(N = 408) (N = 562)
The Glass Ceiling

2000 Data

Overall, survey participants generally were "uncertain" and "not sure" of the effects of a glass
ceiling, a metaphor for the idea that women face barriers to promotion in the profession.
However, there were significant differences in perceptions when men and women were
compared. In their own organizations as well as throughout public relations, women more
than men agreed that men are promoted more quickly and that it is more difficult for women
to reach the top.

1995 vs. 2000

The findings in 2000 were similar to the findings in 1995, in that women agreed more
strongly that it was difficult for women to be promoted. We also found that, in 1995, men and
women more likely agreed that it was hard for women to reach the top, whereas in 2000,
participants agreed less with this statement.

Focus Groups

Participants discussed the glass ceiling within the context of roles, workplace and life balance,
and promotion. Many felt that the glass ceiling was disappearing because men were
disappearing from the field altogether. One male participant said, "I think the glass ceiling
will naturally go away and the bigger question is what are they left with? An entire female
dominating industry. Then there will be some other kind of ceiling…" A woman commented,
"Women hold a lot of managerial positions and have a lot of power in the agencies."

However, this same woman continued, "I even get the feeling that when there are men who
do come in the agency, that they're sort of plucked, focused on and groomed for those
managerial positions." Other women expressed similar sentiments, that even with more
women entering the field, that men are promoted more quickly. Another woman said, "When
you get to the very high level, I see a big difference and typically the men at the high level,
they don't do any of the technical things anymore…"

Hiring

2000 Data

In general, participants agreed that women are significantly more likely to be hired for staff
or technical positions, and not for management positions. Participants also slightly disagreed
that an equally capable woman would be hired over a man for the same job, and disagreed
that women were hired as a result of affirmative action.

When men and women were compared, several significant differences were found. Women
more strongly agreed that women were likely to be hired for staff/technical positions. Though
less frequently than being hired for technical positions, when women are hired for
management positions, female participants agreed more than men that it occurs in their
organizations (but not throughout public relations).

1995 vs. 2000

In 1995, participants agreed more than they did in 2000 that women are hired due to
affirmative action policies. When measuring only men over time, no major differences were
found. For women, however, there was significantly less agreement that an equally capable
woman would be hired over a man in 2000.

Focus Groups

Male and female participants alike did not see hiring as an issue of discrimination against
women because more women were entering the profession. In fact, a couple participants
confessed to seeking out male hires. One man explained his admission of trying to hire men:
"We get a guy candidate, we have to take a look at this guy!…It's informal. I wouldn't say
anybody sat down and said we want to hire more men. It's probably not politic." Many female
participants agreed that hiring was no longer so much a problem, that instead, the focus
should be on the quick promotions of men rather than women to management positions.

When discussing Affirmative Action and its potential threat for prospective male employees,
one male respondent commented, "I don't feel threatened by any female counterpoint,…that I
didn't get it because I wasn't wearing a dress."

Sexual Harassment

2000 Data

In general, participants agreed that there is less sexual harassment in public relations today
than five years ago. Men agreed with this statement significantly more than women.

1995 vs. 2000

Over time, there was significantly more agreement that sexual harassment is less today.

Focus Groups

Sexual harassment was not discussed in-depth across all the focus groups. This could have
been due to the lack of focus by the researchers and moderators on this issue in the survey
questionnaire. In general, however, the male groups did not see sexual harassment as much of
a problem anymore, due to the heightened awareness and political incorrectness of it. A few
men discussed what they thought was a more urgent, current problem, that of women
dressing and acting inappropriately. One participant asserted, "Women appear to use
sexuality consciously or as a tool in the work place at the same time they collectively bemoan
sexual harassment." When this participant was asked if he felt it was just women who use
sexuality in this manner, he responded, "Well, everybody knows men who use personality
and charm and a certain degree of flattery with colleagues all the time, I mean, that's called
good interpersonal skills. But to use sexuality per se, I've never witnessed it."
The female groups, in general, viewed sexual harassment as still a concern, but also agreed
that women are being more aggressive in responding to inappropriate comments and behavior
with "banter" and suggestions. At least one focus group of women asked that sexual
harassment be discussed more in-depth in the future. One woman from this group asserted,
"You have to be ever vigilant. There really are dangers in thinking the problems have been
solved." >

Roles

2000 Data

As in the previous surveys, we asked participants to indicate how much time they spent
performing 17 different activities. Overall, a factor analysis revealed that the activities fell
into two basic role profiles, that of manager and technician. The following activities were
predominant in the public relations manager role: Counseling management; supervising the
work of others; conducting or analyzing research; making communication policy decisions;
planning and managing budgets; evaluating program results; and meeting with
clients/executives. The technician role, on the other hand, revealed very different tasks:
implementing decisions made by others; writing, editing, producing messages; disseminating
messages; making media contacts; meeting with peers; and handling correspondence and
making calls.

When we split the data by males and females, we found slightly different results. First, the
most predominant of the two role profiles for men was that of manager and the most
predominant for women was that of technician. This might be explained by years of
experience and age, both of which was found to be significantly greater for men.

We noted some differences in actual tasks performed by men and women. For example, for
the men, "meeting with peers" was a managerial task, whereas for women, meeting with
peers remained a task for technicians.

1995 vs. 2000

In previous surveys, female participants seemed to be doing it all, so that when they moved to
managerial roles, they continued to conduct technical tasks. The men in 1995 were more
distinct in the two role profiles, where men who moved to managerial positions gave up the
technical role. In 2000, however, survey findings showed more tasks that overlap across the
technician and manager roles for both men and women.

Focus Groups

Most participants regardless of gender said that they and their colleagues do it all, both
technical and managerial tasks, reflecting the overlap identified in the survey data.
Participants cited a variety of reasons for this current trend, such as new technology removing
technical tasks, lack of support staff, and the nature of agency public relations. One
participant who works in an agency said, "…There's just not enough people to divide the
tasks along the lines of managerial and non-managerial tasks, and so virtually everyone in the
agency does a wide variety of tasks."
However, a few women wanted to be clear that they still observed a disparity where men hold
managerial positions and do not engage in technical tasks and women either remain in
technician positions or move up to management but continue to conduct technician roles.
Some female participants said this may be due to discrimination, and others said it may be
due to women having trouble saying no to helping others with their work.

Job Satisfaction

2000 Data

When we looked at overall, average job satisfaction, we found little difference between men
and women. Both recorded being "satisfied" in general with their jobs in public relations.

We then looked at the 14 different questions detailing job satisfaction and found three areas
of difference. Men were significantly more satisfied than women with:

 Their overall knowledge of public relations,

 Their income, and
 Their autonomy and freedom on the job.

1995 vs. 2000

There were many distinctions between men and women when areas of job satisfaction were
compared over time. Female participants in 2000 showed significantly greater satisfaction
than women in the 1995 survey with:

 Prestige of working in public relations

 Knowledge of skills
 Overall knowledge of public relations
 Value of job to society
 Prospects for future in the field
 Job security.

Men also showed an increase in satisfaction over time with prospects for their future in the
field. However, other than this one area, men in 2000 illustrated increased satisfaction with
very different aspects of their jobs than the women did:

 Public relations as an occupation

 Prospects for future with present employer
 Autonomy
 Opportunities for advancement.

Focus Groups

Rather than discussing their own level of individual satisfaction, participants focused on how
satisfied they were with the reputation of the field in general. Many participants expressed
frustration over the field's lack of respect and prestige. One participant opined, "Simple, one-
word answer to what would make your position more satisfying: I think it's 'respect.' Those of
us in PR have always felt, forever, that we were under-appreciated…" Another remarked, "I
think the overall profession needs good public relations."
Some participants, however, argued that public relations is gaining more respect and value.
One man said it might be because of increased recognition among corporate clients, that
public relations has gained an acceptable role in business.

In addressing the particular increase in job satisfaction over time among women, some
participants saw this as a reflection of the feminization of the profession, which has made it
more comfortable for women to be in public relations today. Other participants responded
that autonomy was important for job satisfaction and women have gained more autonomy in
the field. A few of the male participants mentioned the "natural" inclination women have for
public relations, which would raise their job satisfaction. One participant, for example, said,
"Public relations is one of the fields that women could excel in. It had that natural way for
them to advance, because of the skills they had naturally were admired."

Leadership

We added statements on the 2000 questionnaire about leadership. These statements measured
participants' definitions of leadership in public relations, and attitudes about women in
leadership positions. We found that participants in general believed good leaders:

 share decision making power,

 challenge traditional ways,
 have good rapport with employees,
 enhances others' self worth, and
 practices participative management.

On average, women agreed with these statements significantly more than men did.
Participants believed that leaders were NOT:

 emotionally involved,
 in control at all times, or
 born.

In particular, participants agreed that effective leaders do not use rewards as incentives. Also,
participants agreed that men and women can be equally capable leaders.

When men and women were compared, some interesting findings emerged. The women did
not see themselves as leaders as much as men did, and yet, the female participants believed
that women in general made better leaders than men. Women also agreed more than men that
the best leaders share decision-making power, that effective leaders have good rapport with
employees, and that leadership is about creating personal connections with employees. No
differences between men and women were found about the value of offering rewards and the
resistance to emotional involvement.

Focus Groups

The participants spent considerable time discussing leadership and its definitions.
Characteristics for good leaders included: good communication, listening, being fair and
balanced in decisions, a willingness to make decisions, the ability to inspire and motivate,
and a vision. Some participants wanted leaders who would teach and mentor.
In one group, male participants argued that rewards were critical to good leadership. One man
said, "We use rewards all the time…They can be monetary, they can be 'stand up and clap.'"
Other participants from this group agreed that monetary incentives were important rewards.

However, in another male group, monetary rewards were seen as a negative. One participant
responded, "Good leaders do not use rewards as incentives, but good leaders do reward you
with trust, with respect, with faith in our judgment. They back you, they support you, and
those are the kinds of rewards that are more valuable than money or other kinds of physical,
tangible types."

Gender differences in leadership did emerge as part of the discussions. Some of the female
participants said that men and women define leadership differently, which may lead to
differences in how the two sexes perceive leadership. A few men admitted that women are
perceived as less effective leaders due to societal norms. One man explained that "there's
never been a woman considered [for] the chairman or CEO…It is still a man's world." A
couple participants discussed some negative experiences with female supervisors, leading
them to believe that women made poor leaders. Some male participants, however, argued that
women made better leaders because, as one man put it, men were "cave men" and women
were "naturally" more empathetic to others' feelings.

Work and Family Balance

Overall, about 40% of participants have children, with 17% having one child and 15% having
two children. Participants agreed that organizations should have parental leave policies, offer
flexible hours and offer flexible locations to employees. Participants also agreed that
expectations between employees with and without children should be the same. They slightly
disagreed that employees with children have more trouble being promoted, but agreed that
they face barriers other employees do not.

When comparing women and men, we found some differences. Women more strongly
believed that juggling work and family was harder for women, whereas men more strongly
believed that both men and women find it difficult to juggle work and family needs.

We also compared findings between practitioners who had children living at home and those
who did not. We found many significant differences in perceptions. In particular,
practitioners without children agreed much more with the statement that employees with
children produced less quality work. Those without children also agreed significantly more
with the statement that expectations of success for employees with children and for those
with no children should be the same. Those with children agreed much more strongly that
employees with children face barriers in the workplace other employees do not.

Focus Groups

There was rarely consensus within or between groups about issues involving work and family
balance. This may have been because strong opinions about work/family balancing seemed to
divide along lines of having children versus not having children, rather than along lines of
gender alone. Therefore, in one group, participants with children and participants without
children might not have felt comfortable discussing with each other their true feelings of
stress or discrimination in the workplace.
Differences between participants with children and participants without children emerged in
some of the focus groups. For example, one participant expressed frustration about having
colleagues with children not understand her life and responsibilities. She explained:
"…People would literally say to me, oh, well, you work hard, but I have children, and I was
like, I work a 15-hour day and I still got to do my school work when I get home, so you think
it's okay for me to work late because you have children…They didn't take my responsibility
as important as what they were doing."

A different participant described the political implications of leaving work on time. She said,
"There's an expectation that people will stay late and sniping when people leave on time.
Some women would leave a half an hour after closing time, and the rest of them would all
snipe about it. And you know, it was never the bosses." Another participant said she'd been
told that she would not be in line for a promotion until her children were older: "I have kids
and I leave at 5 o'clock and they're very understanding about me leaving at 5 o'clock, but it's
been pretty forthright told to me, nicely, because they are friendly people, that I'm not going
to be able to get a promotion anytime soon."

Both men and women recognized the need for flextime. One man said: "One of the best
employees we have has a child; and, you know, if I want to keep that employee, I've got to be
flexible with her to allow her to go to the school plays and those types of things.

In terms of gender, male and female participants agreed that it is still harder for women than
for men to juggle work and family. Some participants, though, talked about knowing male
colleagues who have taken paternity leave and have had to learn to balance work and family
also.

Conclusion and Next Steps

The focus groups ended with calls for recommendations and suggestions for the PRSA Board
of Directors. The following is a short list of some common recommendations given by the
groups:

 Make PRSA conferences more affordable, so that more individuals at lower level
positions could attend and learn valuable information for moving forward.
 Add value to the cost of membership and be clear on benefits of membership. One
female participant commented, "The organization is only as good as its membership."
 Coordinate public relations efforts for the profession and for PRSA itself.
 Examine in more depth why minorities do not advance in the profession and why they
are not represented in PRSA. One reason was offered: "PRSA is very expensive, and
a lot of minorities are in government or non-profit."
 Develop and facilitate more mentorship and networking opportunities.
 The men in one group would like to see more professional development workshops
around the issues of gender and the profession. One participant in this group said,
"These are big, important issues, that cut in a lot of complicated directions."
 Host professional development workshops on ethics, negotiation skills, and corporate
finance.
 Conduct more PRSA teleconferences, which are not only very helpful, but very easy
to access.
  Stop the fighting and start educating and promoting public relations.
 One male participant suggested that PRSA should stop appearing to make an issue of
gender-related differences, and instead, focus on the profession as a whole. He said,
"What's the point, age study, experience study. These are relevant, I think. Gender is
not an issue."

This report is a summary of the findings from the survey and focus groups. We intend to
present this report to members of the Work, Life, and Gender Task Force and ask for
suggestions for distributing this information and conducting further data analysis. We expect
to present to the PRSA Board a set of recommendations from the Task Force at the next
PRSA national board meeting.

Appendix A: Methodological Procedures

The findings summarized in this report derive from a randomly sampled national survey and
five focus groups held in different parts of the country. The survey was conducted in the
summer of 2000, and focus groups were held in the fall of the same year.

We first conducted the survey, distributing 4,000 printed questionnaires to a systematic,

simple random sample of PRSA members. The survey instrument included the same scaled
items used in the 1990 and 1995 gender study, as well as new items that examined leadership,
and work and family balance. The items that measured trends across time focused on the
following topics: roles, salaries, and perceptions about hiring, a glass ceiling on promotions,
sexual harassment, and job satisfaction (please see Appendix B, the survey instrument).

We received a total of 864 completed questionnaires, a 22% response rate. Using SPSS to
analyze the data, frequencies were first run for all demographic information. We found
similar characteristics in our sample to that of the PRSA membership on the whole, such as
proportion of gender, age, etc. Independent t-tests as well as ANOVAs assessed significant
mean differences between males and females in the 2000 survey and significant mean
differences between 1995 and 2000 data. Regression analysis was run to measure effects of
other variables in the relationship between gender and salary. Factor analysis was used to
determine how many roles (factors) emerged and what tasks explained those roles for women
and for men.

After the survey was analyzed, we conducted the focus groups to help interpret the survey
data. We held one male group in Portland, OR (a female group will be conducted by April),
and one male and one female group in New York, NY, and Washington, DC. Participants for
the focus groups were public relations practitioners who had a minimum of five years of
experience. Not all these participants were PRSA members. As incentives, we offered
participants a copy of the final report, dinner, and a donation to a national charity.

Moderators matched the sex of the groups they facilitated and received a detailed packet of
information (please see Appendix C, the training information and protocol used for the focus
groups). The co-researchers also moderated two of the groups.

The focus groups were tape recorded in order to grasp detail and exact quotes. We transcribed
the tapes and analyzed them for common themes as well as unique comments that emerged
from the discussions.
 Appendix B: Survey Instrument

April, 2000

Dear PRSA Member:

The PRSA Committee on Work, Life, and Gender Issues (formerly known as
Women in Public Relations Committee) is compiling vital information
about the men and women in public relations and the conditions under
which they work. This information will help PRSA to serve you better
and will be integral to understanding issues impacting the field in
the 21st century.

You have been selected in a random sample of members to receive a copy

of this survey on public relations. Please take a few minutes to
respond to these questions. Your participation is essential, and
your answers will remain completely confidential. By completing the
survey, you are agreeing to participate in this research and are doing
so voluntarily. If you have any questions about the study or other issues,
or if you would like a copy of the results, call Dr. Linda Aldoory,
at (301) 405-6528.

Dr. Elizabeth Toth, Syracuse University, and Dr. Linda Aldoory,

University of Maryland, are directing this project. Completed
questionnaires will be seen only by them. Questionnaires will be destroyed
immediately after data have been entered into a computer. You do not
identify yourself on the survey.

After you have completed this questionnaire, please mail it to

Dr. Aldoory in the enclosed, self-addressed, postage-paid envelope.
Thank you in advance for participating in this project.

Sincerely,

Stephen D. Pisinski
Chair and Chief Executive Officer

......

1. We begin with a question about the type of work you do. Listed below
are some activities public relations people frequently perform. Thinking
of your job as a whole, rate each task on a scale of 0 to 10 where 0
indicates you never perform a particular function and 10 indicates you
devote 100 percent of your time to it. Please circle the most appropriate
answer.
PERFORM NEVER
TASK PERFORM
a. Counseling management 0 1 2 3 4 5 6 7 8 9 10
b. Supervising the work of others 0 1 2 3 4 5 6 7 8 9 10
c. Conducting or analyzing research 0 1 2 3 4 5 6 7 8 9 10
d. Planning public relations programs 0 1 2 3 4 5 6 7 8 9 10
e. Managing public relations programs 0 1 2 3 4 5 6 7 8 9 10
f. Making communication policy decisions 0 1 2 3 4 5 6 7 8 9 10
g. Implementing decisions made by others 0 1 2 3 4 5 6 7 8 9 10
h. Implementing new programs 0 1 2 3 4 5 6 7 8 9 10
i. Planning and implementing events 0 1 2 3 4 5 6 7 8 9 10
j. Planning and managing budgets 0 1 2 3 4 5 6 7 8 9 10
k. Writing, editing, producing messages 0 1 2 3 4 5 6 7 8 9 10
l. Disseminating messages 0 1 2 3 4 5 6 7 8 9 10
m. Evaluating program results 0 1 2 3 4 5 6 7 8 9 10
n. Making media contacts 0 1 2 3 4 5 6 7 8 9 10
o. Meeting with client/executives 0 1 2 3 4 5 6 7 8 9 10
p. Meeting with peers 0 1 2 3 4 5 6 7 8 9 10
q. Handling correspondence, making calls 0 1 2 3 4 5 6 7 8 9 10

2. Please indicate the one category that best describes your organization.
__1. agency __5. education __7. other (please
__2. corporation __6. trade or prof assn explain)
__3. government/military
__4. health/welfare

3. Please answer the next set of questions by circling a number between

1 and 5 in the space provided to the left of each statement, where:
1=extremely dissatisfied, 2=dissatisfied, 3=uncertain/not sure/don't
know, 4=satisfied, 5=extremely satisfied

How satisfied are you with…

1 2 3 4 5 a. your present job in public relations?
1 2 3 4 5 b. public relations as an occupation?
1 2 3 4 5 c. your income as a public relations practitioner?
1 2 3 4 5 d. the prestige of working in public relations?
1 2 3 4 5 e. your knowledge of public relations skills?
1 2 3 4 5 f. your overall knowledge of public relations?
1 2 3 4 5 g. prospects for your future with your present employer?
1 2 3 4 5 h. the value of your job to society?
1 2 3 4 5 i. the freedom and autonomy you have in your present job?
1 2 3 4 5 j. prospects for your future in public relations?
1 2 3 4 5 k. opportunities for advancement with your present employer?
1 2 3 4 5 l. job security in your present position?
1 2 3 4 5 m. recognition you get from superiors?
1 2 3 4 5 n. how your family and/or friends feel about your
working in pub relations?

4. With this next set of questions we are seeking responses in

terms of your perceptions of the way things are, both at your current
place of employment and throughout public relations. Please respond by
circling the appropriate number. Your answers in Column A should
reflect your perceptions of how things are at your current place
of employment. Your answers in Column B should reflect your perceptions
of how things are throughout public relations.

1=very strongly disagree 4=uncertain/not sure/don't know

2=strongly disagree 5=agree
3=disagree 6=strongly agree
7=very strongly agree

COLUMN A COLUMN B
In Your Throughout
Organization PR

a.Generally women receive lower salaries 1 2 3 4 5 6 7 1 2 3 4 5 6 7

than men for doing comparable public
relations work.
b.Women are more likely than men to be 1 2 3 4 5 6 7 1 2 3 4 5 6 7
hired for public relations staff positions
involving mainlycommunication skills
(writing, editing, graphics, etc.).

c.Women are more likely than men to 1 2 3 4 5 6 7 1 2 3 4 5 6 7

be hired for public relations management
positions involving problem-solving
and decision-making.

d.Men are promoted more quickly than 1 2 3 4 5 6 7 1 2 3 4 5 6 7

women in most public relations employment
situations.

e.Juggling work and family needs is 1 2 3 4 5 6 7 1 2 3 4 5 6 7

harder for women than for men.

f.Men are more apt than women to back 1 2 3 4 5 6 7 1 2 3 4 5 6 7

down or seek compromises in public
relations office conflict situations.

g.If an equally capable woman and man 1 2 3 4 5 6 7 1 2 3 4 5 6 7

applied for the same public relations
job, the woman would be hired.

h.Women often are hired as a result of 1 2 3 4 5 6 7 1 2 3 4 5 6 7

affirmative action policies.

i.There is less sexual harassment in 1 2 3 4 5 6 7 1 2 3 4 5 6 7

public relations environments today
than there was five years ago.

j.Expectations or measures of success 1 2 3 4 5 6 7 1 2 3 4 5 6 7

between employees with or without
dependent children living at home
should be the same.

k.Usually in public relations, employees 1 2 3 4 5 6 7 1 2 3 4 5 6 7

with children living at home have more
trouble being promoted than other employees.

l.It is important that public relations 1 2 3 4 5 6 7 1 2 3 4 5 6 7

employees have child care provided by
their employer.

m.Employees with children living at home 1 2 3 4 5 6 7 1 2 3 4 5 6 7

face barriers in the workplace other
employees do not.

n.It is important that organizations 1 2 3 4 5 6 7 1 2 3 4 5 6 7

employing public relations practitioners
have parental leave policies.

o.It is more difficult for women than it 1 2 3 4 5 6 7 1 2 3 4 5 6 7

is for men to reach the top in public
relations.

p.Public relations people should be 1 2 3 4 5 6 7 1 2 3 4 5 6 7

permitted to work flexible hours.
q.Public relations people should be 1 2 3 4 5 6 7 1 2 3 4 5 6 7
permitted to work in flexible locations
(i.e., home office)

r.If a person with children at home and 1 2 3 4 5 6 7 1 2 3 4 5 6 7

a person without children applied for
the same job, the person without children
would be hired.

s.Employees with children living at 1 2 3 4 5 6 7 1 2 3 4 5 6 7

home produce less quality work than
those without children in the home.

t.Both men and women who have children 1 2 3 4 5 6 7 1 2 3 4 5 6 7

living at home find it difficult to
juggle work and family needs.

v.Women in public relations management 1 2 3 4 5 6 7 1 2 3 4 5 6 7

positions are paid less than men in
comparable jobs.

5. Please answer the next set of questions by circling the

appropriate number in the space provided to the left of each of the
following statements, where 1=strongly disagree, 2=disagree,
3=uncertain/not sure/don't know, 4=agree, 5=strongly agree

1 2 3 4 5 a. I consider myself a leader in public relations.

1 2 3 4 5 b. Women make better leaders than men.
1 2 3 4 5 c. You cannot be emotionally involved and also be an
effective leader.
1 2 3 4 5 d. The best leaders are those that share the decision-making
power.
1 2 3 4 5 e. Good leaders need to change self-interests into group
needs.
1 2 3 4 5 f. Today's leaders in PR need to challenge trad'tl
ways of doing things.
1 2 3 4 5 g. The most imp criterion for a good leader is being
in control at all times.
1 2 3 4 5 h. Effective leaders know that good rapport with
employees is key.
1 2 3 4 5 i. Leadership cannot be learned because it is an inherent
trait.
1 2 3 4 5 j. An effective leader in public relations enhances others'
self worth.
1 2 3 4 5 k. Offering rewards is the only way someone can be a
good leader today.
1 2 3 4 5 l. I prefer leaders who practice participative management.
1 2 3 4 5 m. Males or females can be equally capable leaders.
1 2 3 4 5 n. Having a mentor has contributed to my professional success.
1 2 3 4 5 o. Networking with other practitioners outside my
organization has made an important contribution to my
success in public relations.
1 2 3 4 5 p. Leadership is about creating personal connections with
employees.

6. Finally, we would like you to answer a series of questions to help

us understand the demographics of our respondents.

a. Your sex? 1.__male 2.__female

b. Your age? ____ c. Your ethnicity?______________

d. Please check your marital/partner status:

1.____Single 3.____Divorced 5.____Separated
2.____Married/live-in partner 4.____Widowed

e. What is the highest level of formal education you have achieved?

1.___ high school or less 3.___bachelor's degree
2.___ some college 4.___master's degree 5. ___ doctoral degree

f. How long have you worked in public relations? _____________________

g. Are you PRSA Accredited (APR)? 1.___ yes 2.__ no

h. Are you a PRSA Fellow? 1.___yes 2.___no

i. How many public relations practitioners are there in your department

or firm (excluding yourself)? _______

j. As part of your current job, do you ever work at home or telecommute?

1.____yes 2.____no
If yes, how many days per month? _____/30

k. What is your present annual base salary? ____________

l. What percentage increase is this over your base salary of

one year ago? ______________

m. In addition to your base salary did you receive a bonus in 1999?

1.___yes (amount $______) 2.___no

n. Does your organization have an official family leave policy in place?

1.____yes 2.____ no
If yes, is it: 1.____paid? 2.____unpaid?

o. Do you currently utilize child care? 1.____yes 2._____no

p. Elder care? 1.____yes 2.____no

q. How many children live in your home with you? _______

How many parents or elderly citizens live in your home with you?_____

r. Are you personally responsible for the physical logistics of child

care or parent care for your household?
1.____yes 2.____no

s. Are you financially responsible for the child care or parent care
in your household?
1.____yes 2.____no

t. If you have children or step-children, please indicate the age and

sex of each:
Age:_____ Sex:______ Age:_____Sex:_____
Age:_____ Sex:______ Age:_____Sex:_____

u. Please indicate the age and relation to you of anyone else who
lives in your household:
Age:_____Relation:_____________ Age:_____Relation:_____________
Age:_____Relation:_____________ Age:_____Relation:_____________
v. If you have held gainful, full-time public relations employment since
your graduation from college or your 21st birthday (whichever came
later), has this public relations employment ever been interrupted?
1.___yes 2.___no

w. If yes, why was your public relations career interrupted?

(please check all that apply)
1.___ illness/injury 5.___ additional education
2.___ layoff 6.___ work in another field
3.___ child bearing 7.___ other (please explain) _________________
4.___ family responsibilities

x. What is the longest period you have been without gainful public
relations employment since your 21st birthday or college graduation?
If you have had no interruptions in public relations employment, please
mark that.
1.___ less than 6 months 4.___3-5 years 7.___ more than 15 years
2.___ 7-12 months 5.___ 6-10 years 8.___ no employment
3.___ 1-2 years 6.___ 11-15 years interruptions

y. If your career was interrupted and you resumed working sometime later,
did you re-enter with the same public relations organization?
1.___ yes 2.___ no

z. If you had a public relations career interruption and resumed working,

did you return to a position at a higher level, the same level or a
lower level? 1.___ higher level 2.___ same level 3.___ lower level

aa. How many hours/week do you use the Internet or World Wide Web
to do research for work?_/week

bb. How many hours per week do you use the Internet or World Wide Web to
promote your organization's/client's messages? ______/week

cc. How many hours per week do you use e-mail? ______/week

dd. Do you use other types of new technology to accomplish your work?
1.____yes 2.____ no
If yes, what types and for what purposes? _________________________

ee. Please tell us the first three digits of your Zip Code: ___________

We welcome your comments on gender issues in public relations. Please use

a separate sheet and enclose with this questionnaire. Thank you for your
help. Please return the completed questionnaire in the enclosed postage-
paid, self-addressed envelope, by JUNE 1, 2000, to Linda Aldoory,
Department of Communication, 2130 Skinner Building, University of
Maryland, College Park, MD, 20742. If you have any questions,
please call (301) 405-6528.

Appendix C: Focus Group Information for

Moderators and Protocol
During the Focus Group:

Introduction: As participants arrive, greet them, thank them for coming,

introduce yourself, then give them a name tag and a copy of the
questionnaire to answer. Please have pencils available for them.

Name Tags: Please have the name tags prepared with the participants'
names in advance. The first name should be large and easily readable
from a distance; the surname should be in smaller letters underneath.
Do not include courtesy titles or professional designations such
as Ph.D. or APR.

Forms: Please have participants begin filling out the demographic

questionnaires and consent forms as soon as they arrive. Place the
completed questionnaires in a folder so that participants so that
they will not be available for general viewing.

Information for Subjects and Informed Consent Forms: Before the

session begins, be sure to type your name, title, affiliation,
address and phone number in the space noted at the bottom of these
forms. Make twice the number of copies you need for each group
(for example, if you have 10 participants, make 20 copies) --
they keep one and I get one. These are important legal forms and
must be signed. Be sure that you have a signed and dated form from
each one of your participants before you begin the actual session.
Keep them in a folder also.

Moderating the Discussion: Each participant will receive a copy of

the script to read along with you. You will read aloud and they
will read silently. Read the introductory script (Part I) aloud
to the participants. Be sure there are no questions, then begin
with the introduction exercise. After you have each introduced
yourselves (including you), begin with the script. Read each part.
Ask for comments and questions. Then, sit quietly while they decide
what they want to discuss. If no one opens the conversation, ask
them something like "with which of these questions would you like
to begin?"

When the conversation begins to either die down or to repeat itself

--when no new information is forthcoming--go to the next page and
repeat the same process until you have covered as much of the
material as you can in the time allotted. If your group wants to go
longer and the facilities are available do so. But be sure to invite
people to leave at the end of two hours if you do plan to go on.

Part 1: Introduction

Good afternoon (evening)!

Thank you again for your willingness to participate in this focus

group. You're making an important contribution to the Public
Relations Society of America professional development programming,
and we genuinely appreciated your time.

We are one of six groups in three cities -- Washington, D.C.,

New York City, and Portland -- who have been chosen to discuss the
results of the 2000 replication of PRSA's National Gender Survey.
Our discussion today follows a mailed survey questionnaire that a
random sample of PRSA members received last June. We received 844
responses from practitioners like you throughout the country.

Of these participants, 29% were males and 69% were female. The
median age of the males was 46 years; the median age of the females
was 36 years. The average years of professional experience for the
males was 17 years; for the females, the average was 10 years. The
majority of men and women held Bachelors degrees. The majority of men
and women worked either in public relations agencies or corporations.
Over 90% of the group described themselves as white, Caucasian,
European Americans. Three percent described themselves as black,
African Americans and 2% indicated they were Hispanic, Latino.
Less than 1% indicated they were Asian, Pacific Islander.

We've completed our preliminary analysis of the survey findings, and

we've asked you here to help us interpret what we've found. We're
asking you to give us some ways of explaining the data. Combined
with the quantitative results from the survey, the focus group
responses will form the basis of a variety of publications and
presentations during the next few years.

Our conversation is being taped because what you say is important

to us. Only two people will review the tapes: Professors Elizabeth
Toth, Syracuse University and Linda Aldoory, University of Maryland,
the two people conducting this gender audit. Your individual
identities will remain anonymous. The results will be reported
only in aggregate form.

Your participation is purely voluntary, and you may withdraw at

any time. You also have the option of not answering any question
at any time without prejudice from me or the researchers.

We will not, however, stop the tape. If you do not wish to have
your comment recorded, please do not make it.When you came in,
you received two copies of "Information for Subjects and Informed
Consent," and one copy of the "Demographic Profile" form.

If you have not turned those in, please do so now. Please keep one
copy of the Informed Consent form for your records.

We ask that you respect each other's confidentiality as well. Your

ability to be candid and frank will make the PRSA findings and
reports richer and more targeted to solutions. So, your ability to
trust each other as well as us is important.

A focus group is a means of gathering information that gives

perspective to statistical data. It's also an opportunity to
hear your opinions and thoughts on topics that are of particular
interest in the public relations industry today. Think of this
as a conversation with friends in your living room. We want
everyone to have a chance to talk.

My task is to keep the focus of the discussion on the questions

I'll be asking. Each one of your viewpoints is important. So,
I hope you will all participate. If necessary, I may ask those
of you with lots of conversation to allow others to talk.

Generally, however, I'll just keep the conversation moving.

During our time together, I encourage you to engage in the
conversation and share your opinions and ideas even if you really
haven't thought about those areas before. The group's purpose is
to respond to questions, agree or disagree with each other,
and build on each other's answers.

Everything we're going to talk about today is in the script

in your hands. We'll discuss one page until we've exhausted the
topic, then we'll move on to the next. Please don't turn to the
next topic until we've finished discussing the first.

We'll discuss a number of topics--roles, salaries, leadership,

workplace/life issues, hiring, the glass ceiling, and
advice to PRSA.

Each page will contain the survey results at the top and a list
of suggested questions at the bottom. There are no right
or wrong answers, only points of view and perspectives.
Everyone's viewpoint is important.

We'll read through the results together, then the conversation

is up to you -- choose the questions in which you are
most interested. We don't have to answer them all.

Are there any questions at this point?

Let's take a few minutes to introduce ourselves. Give your name,

the type of organization in which you work and a brief description
of the type of public relations work you do. (Please do this even
if everyone knows everyone else. It is helpful for the researchers
to have an idea of what you do.)

Part 2: Roles

In this and our previous audits, we asked our participants to

indicate how much time they spent performing 17 different
activities. These activities included counseling management,
supervising the work of others conducting or analyzing research,
planning public relations programs, managing public relations
programs, making communication policy decisions, implementing
decisions made by others, implementing new programs, planning
and implementing events, planning and managing budgets, writing,
editing, producing messages, disseminating messages, evaluating
program results, making media contacts, meeting clients/executives,
meeting with peers, and handling correspondence, making calls.

As with our past audits, we did a factor analysis of these

activities, and found the following:

-- there were two role profiles: the managers and technicians,

representing sets of activities that naturally grouped
together.

-- the two role profiles still showed overlapping activities;

that is the participants in this sample and our previous
samples still did both managerial and technical tasks whether
these tasks appeared in the manager profile or the
technical profile.
-- when comparing the priority of activities in the managerial and
technical profiles, the men and women were very similar in the
activities they carried out. Previously it had looked like the women
were "doing it all" no matter what the profile while the male
managers were concentrating on managerial tasks and the male
technicians were begin groomed for management.

Questions:

How do you interpret these findings?

How do these findings relate to how you experience public

relations roles?

Part 3: Salaries

The median salaries across time between men and women have
continued to be sizably different. In 1990, the men made $18,000
more than the women. In 1995, the men stagnated at $55,000 and the
women made up $3000; but there was still a difference of $15,000
between men and women in median salaries. In 2000, the men's
median salary was $65,000. The women's median salary was $48,000
-- a $17,000 difference.

Between 1995 and 2000, there were also significant differences

between the men and the women in how they perceived the salary
issues of public relations.

First, the men disagreed more with the perception that generally
in their organizations and throughout public relations women receive
lower salaries than men for doing comparable public relations work.
Also, men disagreed that women in public relations management
positions are paid less than men in comparable jobs.

We attempted to find demographic characteristics that might explain

the salary gap between men and women in the 2000 sample of public
relations professionals. Salary was not significantly influenced
by age, education, or type of work. Only length of time worked
in public relations and job interruptions seemed to influence salaries.

Questions:

How do you interpret these findings?

How do these findings relate to your own experiences?

Are there other comments you would make about salary issues?

What other benefits in lieu of salary would attract you as a

potential employee?

Part 4: Perceptions of Leadership

We also added to the 2000 survey questions about leadership traits

and skills. We found that on average, survey respondents believed
the following about good leaders:

that effective leaders share decision making power,

effective leaders challenge traditional ways,

they have good rapport with employees and enhance self worth of others,

and good leaders do not use rewards as incentives.

Questions:

What do you think about these traits and skills?

Do you have others that you believe are important for leadership in
public relations today?

Also, survey respondents did NOT believe that leadership is an

inherent trait, but that it can be learned?

We found some gender differences in perceptions about leadership.

For example, significantly more men than
women considered themselves a leader in public relations.

We also found a significant difference between men and women

in that women thought that women made better leaders than men.

Questions:

What do you think of these results?

Who are the leaders in your organization?

What would make them better leaders?

What would enhance your leadership skills (professional

development, technology training, education?)

Part 5: Workplace/Life Issues

This year we also added new questions about the mix of workplace
and life issues.

In looking at gender differences,

--Women more strongly believe that juggling work and family needs
is harder for women than for men.

-- We also asked about sexual harassment and found that men more
strongly believed that there is less sexual harassment in PR
environments today than there was five years ago.

Question: What do you think of these findings?

We also looked at the findings in terms of those participants

with and without children, and how they perceived workplace and
life issues.

We found that participants with no children (living with them)

believed more strongly that expectations and measures of success
should be the same, for employees with and without children.
Also, participants with no children more strongly believed that
employees with children produce work of lower quality.

Finally, not in their own organizations, but throughout public

relations, participants with children believed employees with
children face barriers in the workplace that others do not.

Questions: What do you think of these findings?

How do you relate them to your own experience?

What are ways your organization could assist those with

children to enhance their quality of productivity?

Part 6: Job Satisfaction

In the three audits we have conducted of PRSA members, we have

asked questions about job satisfaction. There were considerable
differences in 1990 between men and women. However, in 1995,
the average score for job satisfaction was exactly the same for
men and women. In 2000, there also was no significant difference
between men and women.

However, there were differences in 2000 between the men and women
in the sample on specific items. There were significant differences
between men and women in perceived satisfaction. Men were more
satisfied than women with "overall knowledge of public relations,"
with their" income as PR practitioners" and with their "autonomy and
freedom on the job."

Between 1995 and 2000, there was significantly increased perceived

satisfaction by women on "public relations an occupation," "the
prestige of working in public relations," "your knowledge of public
relations skills," "your overall knowledge of public relations,"
"the value of your job in society," "prospects for your future
in public relations," and "job security in your present position."

Between 1995 and 2000, there was significantly increased perceived

satisfaction by men on "public relations as an occupation,"
"increased respect for your future with your present employer,"
"autonomy you have in your present job," "prospects for your future
in public relations," and "opportunities for advancement with your
present employer."

Questions:

How do think of the similarity in overall perceived satisfaction

with public relations between men and women?

How do you account for the specific differences over time

for the men?

How do you account for the specific differences over time

for the women?

How do these findings reflect your experience and the experience

of public relations practitioners you know?
What would make your position more satisfying? What are the
barriers to job satisfaction?

Part 7: Perceptions of Hiring

There were three questions about hiring practices in public

relations. The men and women in the sample
significantly disagreed with each other on all three.

Women more strongly believed that women are more likely than
men to be hired for public relations staff positions
involving mainly technical, communication skills.

And that women in THEIR organizations (but not throughout

public relations) are more likely than men to be hired
for public relations management positions.

But men more strongly believed that throughout public relations,

if an equally capable woman and man applied for the same PR job,
the woman would be hired.

And more men believed that women often are hired as a result of
affirmative action policies.

Questions:

How do you respond to these findings?

How do you relate to these findings in terms of your own experiences?

What do you seek when hiring?

Does gender/children play a role in your perceptions on hiring?

Part 8: The Glass Ceiling

There were three items on the questionnaire about the glass ceiling
problem, of women facing barriers to advancement because of
their gender. Again, our participants disagreed with these
statements based on their gender.

First, men more strongly believed that men are promoted more quickly
than women in most PR positions, in their organization and throughout
public relations.

Second, more women than men disagreed that "usually in public relations,
employees with children living at home have more trouble being promoted
than other employees in your organization and throughout public
relations."

Third, women more strongly believed that it is more difficult for

women than for men to reach the top in public relations, in their
organization and throughout public relations.

Questions:

How do you account for these findings?

How do you relate these findings to your own experiences?

Part 9: Summary and Recommendations

We've covered a wide variety of issues here today -- satisfaction,

roles, hiring, promotion, salaries, leadership.

Questions:

If you were sitting here today with the PRSA's national board of
directors and officers, and they asked your advice on how PRSA
could help improve its workplace and marketplace professional
development offerings to members, what counsel would you given them?

What haven't we talked about that you feel is important in the

continuing dialogue about gender in public relations? Do you want
to add anything to what we've covered here today?

Thank you! You've made an important contribution to the PRSA

National Gender Study.

Return to Top

Posted November 20, 2001