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Presence of glass ceiling practices in local privet business organizations of Bangladesh and factor responsible for glass ceiling

Presence of glass ceiling practices in local privet business organizations of Bangladesh and factor responsible for glass ceiling

Submitted to: Taskina Ali Assistant Professor School of Business United International University

Submitted by:

Dominic Halder Kuntal Blaise D Costa Mir Mehedi Hasan Md. Masud Rana Choudhury

ID: 111083156 ID: 111091082 ID: 111092086 ID: 111092090

Submission date: 21th August, 2011 UNITED INTERNATIONAL UNIVERSITY

August 21, 2011

Taskina Ali Assistant Professor School of Business United International University

Sub: Request to Accept the Term Paper

Dear Madam, It is a great pleasure for us to submit the report on Presence of glass ceiling practices in local privet business organizations of Bangladesh and factor responsible for glass ceiling. We have prepared this report as a partial fulfillment of the course Human Resource Management (Course Code: MGT-3122) and for academic purpose.

We have tried our best to fulfill the requirements of this course; we prepared this one through a process. By preparing the report we have learned a great deal of knowledge and which will help us in our practical life. We will be obliged, if you kindly accept this report. We will be glad to answer questions, if you have any.

Sincerely Yours

Dominic Halder On the behalf of the group ID. 111083156 Section: A Department of Business Administration United International University

Table of Content

Particulars

Page No:

Executive Summery

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Introduction Origin of the report Purpose of the report Methodology Limitation of study Literature review Background Information Findings and Analysis Suggestion & Conclusion Reference

06 06 07 07 08 09 10 12-16 17 18

Executive summary
Worldwide, individual women have been breaking through the glass ceiling. Since the year 2000, New Zealand has appointed its first woman prime minister; the first woman
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became president of Central Bank in Finland; the former president of Ireland became the first woman Commissioner of Human Rights in the United Nations; and the World Health Organization has its first woman Director-general the former prime minister of Norway. "Women advance in the workplace but still trail men." Source: The JournalNews.com, March 28, 2004. Yet, newspaper headlines today highlight the glass ceiling which continues to affect women in the workplace. This issue of Research Quarterly explores facets of the glass ceiling focusing on domestic and international research regarding personal, institutional and societal barriers that affect women's advancementand how human resource professionals and organizations can address these issues.

Introduction
The term "glass ceiling" was coined in a 1986 Wall Street Journal report on corporate women by Hymowitz and Schellhardt. The glass ceiling is a concept that most frequently

refers to barriers faced by women who attempt, or aspire, to attain senior positions (as well as higher salary levels) in corporations, government, education and nonprofit organizations. It can also refer to racial and ethnic minorities and men when they experience barriers to advancement. For the purpose of this article, the glass ceiling is discussed regarding women in business with a focus on advancement to senior positions.

Origin of the Report This report on Presence of glass-ceiling practices in private company of Bangladesh and factors responsible for the glass-ceiling is prepared to fulfill the partial requirement of BBA degree from United International University. To fulfill this report, we went to some private organization to take the real information. In United International University all students under BBA program need practical knowledge to prepare a report. To complete our BBA Program we have to face many new market challenges, if we overcome these challenges we learn how serve future market. For this reason we prepared our report and enhance our knowledge through the report on Presence of glass-ceiling practices in private company of Bangladesh and factors responsible for the glass-ceiling.

Purpose of the Report

This study is aimed at relating the vast knowledge of Human Resource Management with the practical application of that knowledge in some private organization. The core purpose of the study is to: Find out the factors that may affect the organization in the future. How those organizations cope up with the non glass ceiling practice effectively to make decisions and operate functional activities. Assess the level of importance of Human Resource Management. Those organizations also determine how well they meet up the equal employment opportunity system in their own organization.

Methodology Both primary and secondary data have been collected to conduct this report. We have gathered primary data by visiting some private organizations. Mainly we discussed with them verbally. Then we collected information from them. Some of these informations are collected from internet, and others are collected from the books as well as the information provided by the competitive organization. In short, the primary and secondary sources are pointed below.

Primary Method: To prepare this report, the information has been collected by Questionnaires Survey Method.

Secondary Method To prepare this report the information also has been collected by searching some relevant information in internet and rest of the other information from books.

Limitation of the study We have faced limitations to complete this report these as follows: All employees of the organizations are not helpful. As a student it was not possible for us to collect all the necessary secret information. Because of the limitation of information, some assumptions were made. So there may be some personal mistake in the report. Besides this, it was very difficult to carry out the whole analysis on the basis of limited scope of study.

Literature Review
The term Glass Ceiling refers to the transparent but real and strong barrier which prevents women from moving up in the management hierarchy in an organization. The minority of women in senior management has led many researchers to investigate whether glass ceiling barriers such as sexual discrimination, gender wage gap, gender stereotype, harassment and lack of family-friendly workplace policies in the organizations are at play and how these barriers affect the performance of female employees in the organizations. This existence of a strong glass ceiling effect prevents women to progress in the organizations. A study controlled for previous job experience, education, age, tenure, initial job level and gender showed that even levels of promotions existed for men and women. However, qualitative data showed that women were employed by the organization at a level that was lower than their qualifications, or lower than men doing the same job. Therefore, even with equal rates of promotion, women will not progress as far as men (Jeavons & Sevastos, 2002). Discussing the relationship between discrimination, harassment and glass ceiling (Bell, McLaughlin & Sequeira, 2002), glass ceiling was referred as one of the form of sex discrimination. In the study it was concluded that because all three have some common antecedents, steps to reduce one of them will likely affect the others. Apart from that they suggested that measures designed to increase numbers of women in higher level positions will reduce sexual harassment. As a result of this glass ceiling there is an inclination of women to entrepreneurship as a result of barriers to womens advancements in corporation (Mattis, 2004). Mattis showed that lack of flexibility continued to be a feature of the corporate culture that lead to the attrition of high potential women and contributed to the dramatic increase in entrepreneurship among women in the US.

Background Information
Human resource professionals are often in leadership positions that allow them to have abroad impact on organizations. As a result, it is important that they are knowledgeable about how the glass-ceiling phenomenon may directly or indirectly impact an organization's reputation, customer loyalty, and diversity of skill sets, growth potential and even its bottom line. Oftentimes, the CEO or president of an organization may tap HR professionals for their advice and expertise on the strategic organizational changes that are necessary to reduce the existence of a glass ceiling in order to maximize an organization's performance and reputation. HR professionals are also required to be knowledgeable of employment laws, programs and practices for their organization. Because the law provides protection for certain demographic group, such as women, in the labor market, HR professionals need to understand the potential impact of glass-ceiling barriers (e.g., discrimination) on women including women of colorregarding advancement in the workplace.

David Cotter et al. defined four distinctive characteristics that must be met to conclude that a glass ceiling exists. A glass ceiling inequality represents: 1. "A gender or racial difference that is not explained by other job-relevant characteristics of the employee." 2. "A gender or racial difference that is greater at higher levels of an outcome than at lower levels of an outcome. 3. "A gender or racial inequality in the chances of advancement into higher levels, not merely the proportions of each gender or race currently at those higher levels." 4. "A gender or racial inequality that increases over the course of a career."

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To find out the information we went to four private organizations individually and they are_ Talukdar group Ltd., Sinobangla Ltd., Hamida Treders Ltd. and Electrical & Electronics Co. Ltd.

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Findings and analysis

To find out the actual Glass Ceiling effect in the organization, we made a form of questioners and try to get the answer from different organizations employee. In this case we went to Talukdar group Ltd., Sinobangla Ltd,. Hamida Treders Ltd. And Electrical & Electronics Co. Ltd. Individually and took their opinion. The questions and answers are given bellow. The answers are given on basis of the four organizations employee in a same question. [We set-up a standard and they are STRONGLY DISAGREE=1, DISAGREE=2, NEITHER DISAGREE NOR AGREE=3, AGREE=4, STRONGLY AGREE=5]

1. All male employees are happy regarding their promotion here. [we got 3,3,4,4] 2. All female employees are happy regarding their promotion here. [we got 1,2,2,3] 3. Majority of the top level position are occupied by female employees. [we got 1,1,2,2] 4. Majority of the top level position are occupied by male employees. [we got 3,4,4,4] 5. Female employees get more promotion at upper level. [we got 1,2,2,3] 6. Major Male employees get more promotion at upper level. [we got 3,3,4,5] 7. Female employees are given more priority when taking any more decision. [we got 2,2,3,2] 8. Male employees are given more priority when taking any more decision. [we got 3,4,4,4] 9. Organization does not discriminate employees depending on gender. [we got 3,3,3,2]

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10. Glass ceiling practices are not present in my organization. [we got 3,3,3,3] 11. There are still barriers for women progressing to top levels of management. [we got 3,4,4,3] 12. Female employees feel discomfort with having male managers/boss at top level of . [we got 2,2,3,2] 13. Male employees feel discomfort with having female managers/boss at top level of manage. [we got 3,4,4,4] So, as the answers above us we can say the glass ceiling practice of the four organizations is exist in a very sound way.

2. Please specify your opinion/agreement (rate) regarding the following statements considering your organization My perceptions, normally: 1. Women are less hard working. [we got 3,3,2,3] 2. Women are less efficient. [we got 3,2,4,3] 3. Women are less competitive. [we got 2,3,3,3] 4. Women keep less information. [we got 2,2,1,3] 5. Women give less time to organization. [we got 3,4,4,4] 6. Women do not want to take challenge. [we got 3,3,4,4] 7. Women do not want to hold responsible position. [we got 3,4,4,2] 8. Women do not want to take major decision. [we got 3,3,2,2] 9. Women cant handle pressure. [we got 3,4,4,4]

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10. Women do not maintain network among co-employees. [we got 2,2,3,2] 11. Women neglect their responsibilities. [we got 2,1,2,3] 12. Women are more concern about work-life conflict. [we got 3,4,4,5] So, as the answers above us we can say 69% opinion are go with the Glass Ceiling and rest 31% are opposed with it.

3. Do you agree that in organization women are still getting less priority to be in the top-level of the management? [We got 3,4,4,4]

3.

womens priority in top-level management?

agree 27%

strongly disagree 20%

neithe disagree nor agree 27%

disagree 26%

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So it can be said (based on our survey) that in organization women are still getting less priority to be in the top-level of the management

4. Please specify probable reasons if you believe that still women are getting less priority to be at top level of the management
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1. Organizations policy. [we got 3,2,2,3] 2. Social culture does not support [we got 4,4,3,4] 3. [we got 4,4,4,5]

4. Managements negative perception regarding womens efficiency [we got 3,3,2,2]

Women are still getting less priority to be at top level of the management because of our culture and major of the employees prefer male at top level management. Although our government passed rules about equal right of men and women, our view point did non change.

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5. Please tick the right place which supports your answer

1. When organization gets same competitive male and female, normally gives same priority at the time of promotion at lower level of management. [we got 1,4,4,4] 2. When organization gets same competitive male and female, normally gives same priority at the time of promotion at mid level of management. [we got 2.2.3.3] 3. When organization gets same competitive male and female, normally gives same priority at the time of promotion at top level of management. [we got 1,2,2,4] At lower level of management and at mid level of management when organization gets same competitive male and female, normally gives same priority at the time of promotion, but at top level of management when organization gets same competitive male and female, normally organization gives more priority to the male competitive.

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Suggestions & Conclusion

Our societal norms and expectations are the greatest hindrance to women's advancement in business. 1. There are still men out there who believe women should be at home raising children. 2. Many women do not have the self-confidence to realize that they can get what they want in life. 3. Some women feel guilty about not having the time to spend with their children that they would like to have. 4. Society has limiting expectations of how women should act and not act. 5. Some women are not aware of the way their behaviors are perceived. The workplace is male dominated. Ninety-four percent of the all policy making is done by men. Since most of the woman is more comfortable being around people like them self. Women need to become their own mentors, availing themselves of tools that will help them devise short- and long-term career strategies, gain visibility in the workplace, create opportunities, advance their careers, balance work and life, and much more. Men tend to stay in their comfort zone and promote more men. Finally, women need to take responsibility for the choices and the decisions they make. If a woman is not achieving her goals in her present situation, she needs to go someplace else where she will be valued.

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References
Human Resource Management by Garry Dessler. http://www.womensmedia.com/money/98-probing-the-glass-ceiling.html http://www.scribd.com/doc/17172692/Glass-Ceiling-Project www.ilo.org/dyn/gender/docs/RES/292/f267981337 www.theotherglassceiling.com/ onlinelibrary.wiley.com ... General Sociology Journal Home Vol 4 Issue 9 www.ssc.wisc.edu/~wright/GenderGap.pdf

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