Career barriers for women executives and the Glass Ceiling Syndrome: the case study comparison between French and Turkish women executives
The situation where gender pay gaps are typically wider at the top of the wage distribution is known as the 'glass ceiling'. It is one of the most compelling metaphors recently used for analyzing inequality between men and women in the workplace, in order to describe a barrier to further advancement once women have attained a certain level. The general-case glass ceiling hypothesis states that not only is it more difficult for women than for men to be promoted up levels of authority hierarchies within workplaces but also that the obstacles women face relative to men become greater as they move up the hierarchy. This study presents an overview of glass-ceiling type barriers in organizations based on the perceptions of a sample of French and Turkish mid-level women managers. This study investigates how women in middle management perceive their career advancement opportunities and what they consider their organizations to be doing to support their advancement. This study begins with an introduction of the concept of a glass ceiling that prevents women from advancing, and then continues with previous studies on corporate practices and data analysis of samples from French and Turkish organizations. The objective of this work is to summarize the Glass Ceiling Phenomenon and make a comparison of different arguments of researchers. In particular with this study, It has been pointed out that most past research has been relied on indirect tests which fail to distinguish studies of the glass ceiling effect who have investigated a variety of labour market outcomes such as promotions (Powell and Butterfield 1994, Yap and Konrad(2009)), women carrier (Belgihiti Kartochian, Laufer(2004)), inequality (David J. Maume Jr.) and sex segregation (Mia Hultin 2003)
|Date of creation:||11 Oct 2012|
|Date of revision:|
|Publication status:||Published in 2nd International Conference on Leadership, Technology and Innovation Management, Oct 2012, Istanbul, Turkey. pp.11, 2012|
|Note:||View the original document on HAL open archive server: https://halshs.archives-ouvertes.fr/halshs-00738519|
|Contact details of provider:|| Web page: https://hal.archives-ouvertes.fr/|
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