Equbusiness book VERSION 28SEPT2023 - Flipbook - Page 40
Although career choices are individual, it can be said that gender-based career evaluations are a social construct
(Malach-Pines and Kaspi-Baruch, 2007). Studies in the literature, which point out that careers and professions
have a gender-based perception and that this has an important negative role in women's career and profession
choices, suggest different methods in order to avoid gendered perceptions (Bourne and Özbilgin, 2008). These
techniques have the potential to reduce the effects of hidden inequalities that cannot be seen at first glance on
career management processes. Bourne and Özbilgin (2008) stated that strategies for correcting gendered
perceptions of occupations include increasing exposure to diverse experiences, raising awareness of professional
options, and understanding cognitive and social background disparities.
Furthermore, research indicates that women often receive less on-the-job training than men and are subject to
less constructive feedback from supervisors (Corcoran and Duncan, 1979), it becomes evident that the
organizational context plays a crucial role. Therefore, implementing career plans that explicitly support women
in the organizational context sends a significant message to organizational leaders. Such initiatives not only
address existing disparities but also underscore the commitment of organizations to fostering gender-inclusive
career development strategies.
Research by Cook and Glass (2013) suggests that the presence of women in leadership positions, particularly on
boards of directors, significantly influences the likelihood of women advancing in their careers and attaining CEO
positions. They further highlighted that boards comprising exclusively male members exhibit a higher propensity
to appoint men to senior executive roles. On the other hand, an alternative perspective suggests that an
organization with a notable representation of female senior executives could potentially enhance the probability
of having more women among the independent members of the board of directors (Ely, 1995). This suggests a
reciprocal relationship between the composition of senior leadership and the gender diversity observed within
the boardroom, underscoring the intricate interplay between organizational dynamics and gender
representation at the highest echelons of management.
6.4 REMUNERATION
Remuneration stands as one of the most observed and debated facets concerning gender inequality. Much like
performance evaluation, the establishment of ideal policies and systems can render remuneration as a tool
capable of dismantling gender disparities. When remuneration policies pivot on talents and task
accomplishments rather than individual identities, and when evaluations are conducted irrespective of the
performer, the specter of gender-based wage gaps should dissipate. However, remuneration continues to stand
out as a prevailing indicator of gender inequality within contemporary organizational landscapes.
Claudi Goldin, winner of the 2023 Nobel Prize in economics, points out that the inequality between men's and
women's wages turns against women with age. Getting married and having a family causes men to work longer
hours and move to organizations that pay higher wages to be promoted to higher-paying positions (Goldin et al.,
2017). On the other hand, getting married and starting a family increases women's workload at home and family
responsibilities, causing them to reduce their total working hours or even leave the workforce. Goldin (2014)
stated that working certain hours such as off-duty hours and working overtime is still one of the most important
criteria for deserving more wages in the labor market and being promoted to managerial positions and that the
importance that the labor market attaches to this criterion should change.
