Glass Ceiling Task Force Report

Front Cover
DIANE Publishing, 1995 - 56 pages
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A study, in Minnesota, of the manner in which organizations in Minn. fill management decision-making positions; the practices used to foster the necessary qualifications for advancement; & the compensation & reward programs currently used in the workplace. Results obtained from a survey sent to nearly 2,000 Minn. organizations. Also studied the effects of the educational & socialization processes on attitudes & stereotypes. Charts, tables & graphs. Extensive bibliography.
 

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Contents

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Page 12 - The Department of Labor's Women's Bureau also provided research pointing to a glass ceiling problem. The preliminary findings of a study, which is being funded by the Department's Women's Bureau, show that in terms of job and career attitudes, female executives were very similar to their male peers in terms of job satisfaction, commitment to the organization, and job stress. But, when it came to expectations of being promoted the findings varied significantly between female and male executive peers...
Page 16 - ... total compensation packages to ensure non-discrimination. This is particularly important because evidence has been assembled through independent studies that raters evaluate job performance of blacks less favorably than the job performance of whites, especially when the raters are themselves whites.4 Additionally, because their numbers are limited, women at high management levels are constantly tested and scrutinized.5 While all companies were aware they had to monitor salary data for EEO to...
Page 43 - Labor has concluded that the glass ceiling is most clearly defined as those artificial barriers based on attitudinal or organizational bias that prevent qualified individuals from advancing upward in their organization into management level positions.
Page 47 - Carnegie Corporation of New York, Starting Points: Meeting the Needs of our Youngest Children...
Page 16 - ... requirements were not made known. • Developmental practices and credential building experiences, including advanced education, as well as career enhancing assignments such as to corporate committees and task forces and special projects — which are traditional precursors to advancement — were often not as available to minorities and women. • Accountability for Equal Employment Opportunity responsibilities did not reach to senior-level executives and corporate decision makers.
Page 11 - ... dead end' in the corporation."' Statistics show that minorities and women are less likely to obtain positions in line functions — such as sales and production — which most directly affect the corporation's bottom line, and are considered the fast track to the executive suite. Instead, many minorities and women find it easier to obtain work (or are steered) into staff positions, such as human resources, research or administration. The findings of the pilot reviews were consistent with these...
Page 18 - A substantial minority of people with disabilities who are employed or are willing and able to work confront discrimination, unfavorable attitudes, and physical barriers in the workplace. • Three in 10 have encountered job discrimination. • Two in 10 have encountered physical barriers in the workplace.
Page 11 - D. Placement Patterns Consistent With Research Much of the research data and literature in print today suggests that there are fields or functions in which minorities and women are more likely to have difficulty in obtaining employment. A recent Business Week article noted that "some black middle managers feel they are being shunted into human resources and public relations ~ jobs that often spell 'dead end
Page 17 - To complicate matters, they must contend with a vive la difference attitude that requires women to retain 'feminine' characteristics, such as charm and adaptability, while discarding or suppressing those soft or eccentric traits perceived as unsuitable in the executive ranks. Violating these norms, even in the performance of outstanding service, can be as damaging as poor performance itself.

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