Glass Ceiling Or Saran Wrap™? Women In Gaming Management

This study explores women\u27s representation in gaming management in the 24 highest gross revenue gaming establishments in America. While almost 54% of foodservice and lodging employees are women, and approximately 44% of the managers in foodservice and lodging are women, one area of hospitality seems to be lagging-gaming. Our data indicated that women held 123 of 496 positions or 24.8% of casino management positions. Almost 68% of these female managers were in non-gaming positions. Our findings appear to support social closure theory since 11 of the 40 women in gaming management positions were in the cage department, and 4 of the 5 managers in Keno departments were women

The Glass Ceiling and Persons With Disabilities

Glass Ceiling ReportGlassCeilingBackground2PersonsWithDisabilities.pdf: 8336 downloads, before Oct. 1, 2020

What Are the Best Practices to Promote High-Ranking Female Employees Within Organizations?

Companies still have a long way to go to ensure gender diversity especially in leadership positions. Recent research indicated that although entry-level men and women are hired at an increasingly equal rate, women often times reach a mid-career “the glass ceiling”. Our research investigated the best practices and drew insights on how to tackle the gender diversity challenge

What Are Best Practices to Promote High Ranking Female Employees?

Companies still have a long way to go to ensure gender diversity especially in leadership positions. Recent research indicated that although entry-level men and women are hired at an increasingly equal rate, women often times reach a mid-career “the glass ceiling”. Our research investigated the best practices and drew insights on how to tackle the gender diversity challenge

The Impact of Recruitment, Selection, Promotion and Compensation Policies and Practices on the Glass Ceiling

Glass Ceiling ReportGlassCeilingImpactofRecruitmentno13.pdf: 27713 downloads, before Oct. 1, 2020

Appointments, pay and performance in UK boardrooms by gender

This article uses UK data to examine issues regarding the scarcity of women in boardroom positions. The article examines appointments, pay and any associated productivity effects deriving from increased diversity. Evidence of gender-bias in the appointment of women as non-executive directors is found together with mixed evidence of discrimination in wages or fees paid. However, the article finds no support for the argument that gender diverse boards enhance corporate performance. Proposals in favour of greater board diversity may be best structured around the moral value of diversity, rather than with reference to an expectation of improved company performance

The glass ceiling: cracked but not broken? evidence from a study of chartered accountants

This paper presents the findings of the second stage of research into the career progression of chartered accountants which is focusing in particular on the careers experienced by women. The paper includes a description of hours of work, remuneration and perceived success factors in accountancy, before considering the impact of domestic responsibilities on the work/home interface. Finally, the qualities considered important by chartered accountants in their profession are evaluated. The paper concludes that women face several barriers which are not experienced by their male counterparts in their careers and that although the `glass ceiling' has been broken by some women, it is frequently at substantial cost to their personal lives

Use of Enforcement Techniques in Eliminating Glass Ceiling Barriers

Glass Ceiling ReportGlassCeilingBackground9UseofEnforcement.pdf: 3253 downloads, before Oct. 1, 2020

Career progress and career barriers: Women MBA graduates in Canada and the UK

This article explores the career progress of female MBA graduates in Canada and the UK and the nature of career barriers experienced in each context. Results suggest that while Canadian women have similar career profiles to men, women in the UK lag behind their male counterparts after graduation from the course. At the same time, UK women encounter more intractable career barriers in the form of negative attitudes and prejudice. A model of the ‘MBA effect’ is proposed in terms of how the qualification may impact on career barriers. This incorporates three different types of barriers which are seen to operate at the individual level (person centred barriers) and at the intermediate/organizational level (organizational culture and attitudes, corporate practices) as well as, at the macro level, the impact of legislative frameworks. Results from the UK and Canadian surveys are discussed in relation to this model and in the context of feminist theory and women in management literature