The research focuses on the critical issue of gender differences in career success within the field of Human Resource Management. Although a lot has been achieved toward gender equality in the workplace,Kwiek and Roszka (2021) state that there are still disparities concerning career progression, opportunities, and rewards between male and female professionals. The issue is of broad significance because it affects not only the individual career courses and earning potential but also the overall effectiveness and inclusiveness of organizations. Such inequities can lead to the underutilization of talent, increased turnover, and low morale within the organization. Gender inequities in career success are also most pronounced in HRM, which is predominantly female at entry and mid-levels but has disproportionate male dominance at senior leadership levels.
HRM professionals are the population most impacted by the issue of gender disparity in the workplace (Cooke, Dickmann& Parry 2022). The research investigates, how gender influences career success within HRM professionals in gaining insight into some systemic issues that drive inequalities within the workplace. The findings obtained in the research support HRM practices aimed at creating a work environment that is more inclusive and supportive while encouraging diverse leadership and thus organizational performance improvement by closing these gaps.
Research Aim
This study aims to analyze the gender disparities in career success within organizational settings and evaluate how organizational culture and gender-inclusive policies influence these disparities. The research aims to offer a better profound understanding of the influence of structural and cultural factors on career progression, especially in how organizational practices may continue or mitigate gender disparities in promotions, career satisfaction, and overall career success.
Research Objectives
The proposed research supports contributions to human resource management based on how gender inequality, organizational culture, and national practices determine career track profiles for both men and women. The findings of this current study will provide recommendation bases for HR policies that provide for an inclusive work environment built to support gender equality in workplaces. From the study, insights should find their way into the abilities of organizations to craft focused interventions enhancing diversity, inclusion, and employee engagement and ultimately organization performance, based on deconstructing gender-based barriers to career success. Most importantly, it enlivens the academic discourses regarding gender and career development in a comprehensive sense of how gender-related dynamics affect the career and in actionable steps to close down the achievement gap as far as career success goes.
The conceptual framework has been laid that concentrates on important elements of the current aim of the study.
Figure 1: Conceptual Framework of the research (Source: Self-made by author)
According to Scanlan et al. (2020), career success is a complex and comprehensive concept that relates to the achievements and landmarks an individual experiences in his or her career. Subjective Career Success is a subjective perception by an individual about the successes they had attained in their career and satisfaction in general. It includes the feeling of fulfillment, self-worth, and personal development obtained from their respective career life. They can measure their career success through intrinsic rewards, such as a passion for work, the extent of personal growth, and general life satisfaction. Objective Career Success is the type usually measured through quantifiable results, such as salary, promotions, job titles, and professional recognition. These are indicators of the view of career success coming from outside and are mainly used in empirical studies that compare different career paths through various gender groups.
According to El-Hout, Garr-Schultz, andCheryan (2021),gender disparities at work refer to the inequalities in the outcome, opportunity, and treatment of the genders. The dimensions in which clear disparities are found include recruitment and hiring, promotion rates, pay equity, and entry to leadership positions. Padavic, Ely, and Reid (2020) state that disparities against women are the most influential barriers to career advancement within the workplace. Gender bias and stereotypes related to gender roles and a lack of supporting networks are some of the reasons contributing to these disparities.
2.1.3 Gender Disparities in the Workplace
The term organizational culture refers to shared values, beliefs, norms, and practices that impact people's behavior within an organization (Cheryan& Markus, 2020). The culture reflects the undergirding ethos of an organization and plays a very important role in employee experience and career outcomes. Positive organizational culture is inclusive, encourages teamwork, and supports diversity so that all employees may perform effectively.O’Connor et al. (2021), state that a toxic or exclusionary culture may perpetuate gender disparities and hinder the careers of underrepresented groups. Organizational elements of culture are leadership styles, communications practices, and work-life balance policies extensive to the career outcomes in question. There is a requirement to understand how these are related to career success should efforts be made toward bettering the gender disparities that exist.
2.1.4 Gender-Inclusive Policies
Gender-inclusive policies are initiatives and practices that promote gender equality in the workplace (Gooty et al., 2023). They target the structural barriers to address gender distribution inequality in any organization by ensuring equal treatment in a working environment. These policies include parental leave, flexible work arrangements, mentorship, and diversity training. The intended impact of such policies is multifold: better recruitment and retention of women, advancement of women into leadership positions, and creationof an inclusive culture. Evidence also shows that organizations that enact such policies enhance not only the satisfaction and engagement of their employees but also the organizational performance and innovation. Thus, gender-inclusive policies are necessary for creating a work environment that supports diverse career success.
Gender Role Theory is one theory that insists that what society expects out of its gender roles plays a part in how individuals behave and operate (Löffler& Greitemeyer, 2023). The respective theory dictates that sometimes traditional gender roles do indicate careers suited for both men and women, thereby generating career aspirations and outcomes. For instance, females are socialized to first fulfill the caregiving role before considering their careers hence gender discrimination in the career arena.
According to Neville et al. (2021),Social Role Theory assists in maintaining the social norms and roles that guide behavior in organizations. It further postulates that the perceived abilities of the individual are influenced by societal expectations associated with his or her gender. In this regard, in organizations, gender biases against women holding leadership positions, have resulted in gender disparities between men and women in organizational career success.
2.2.3 Career Construction Theory
The Career Construction Theory presents how people build a career based on personal and social contexts (Sullivan & Al Ariss, 2021). The theory suggests that career development is dynamic and experiences individual choices and societal structures. The theory is important for understanding the role of personal goals in reconciling societal expectations in a gendered context as well as an organizational environment.
Frear et al. (2019) provide a seminal study in understanding gender differences in career success. The authors introduce frameworks of "unequal attributes" and "unequal effects," stating that, despite improvements in gender representation in the workplace, systemic inequalities still prevail. This fits into the larger literature that constantly reports a range of barriers to women's advancement, such as pay disparities and underrepresentation in the top leadership. The relevance of unequal attributes, where differences in the experiences and qualifications of men and women along with unequal effects, that is, rewards for comparable achievements differ by gender further underscores the need for effective organizational policies that support gender equity. In line with the findings of Frear et al., Enache et al. (2019) analyzed the career attitudes' relation with subjective career success and revealed that the same impacts are quite different for the two genders. The outcome of the study established that career success in women is substantially influenced by protean and boundaryless career attitudes. It establishes the fact that traditional careers cannot go well in line with the expectations and aspirations of women, and organizations have to devise environments that could support non-linear career advancement. From the two studies, the evidence seems to suggest a generalized gender bias in shaping career outcomes, hence the need for deliberate strategies by the organizations to include all the parties. Fernández et al. (2023) explored the effect of gender and social class on student views on career success among university students. In qualitative findings, the researchers reported that students' definition of success was largely informed by societal values and expectations related to gender. This further restates the idea advanced by Frear et al., (2019) that the deeply embedded social structures affect career development. Significantly, Fernández et al., (2023) remind the organizations to take these issues into account while developing policies to support career development and further underscore the interrelated nature of gender, culture, and organizational outcomes.
Aymans et al. (2020) discuss the role of perceived lecturer support and career barriers on career optimism. The research illustrated that women are affected more by these factors than men, thus suggesting a gender-specific pathway to career success. This is a very important discovery because it gives an implication that there needs to be an adaptation of support systems within an organization towards the challenges facing women differently. Furthermore, Glass and Cook, (2020) discussed the risk that women leaders face by arguing that women CEOs are at more risk, and they get relatively less support compared to their male counterparts. The findings of this study also converge with Frear et al. on structural barriers facing women's progression in their professional careers. This has profound implications-the-need for organizations to reassess the support structures and risk management strategies in place to enhance women's representation in executive roles. Indeed, the challenges that women face in leadership reflect overall trends identified by the literature and reinforce the critical need for structural change in organizational culture.
While there is strong evidence for gender disparities in career outcomes, some studies reveal findings that contradict the generalization of the disparities. Warren et al. (2019) recommend a positive organizational perspective to be taken to address gender equity. According to them, through performance, social integration, and well-being, organizations can create environments where the disparities are less prominent. This means that contextual factors, including organizational culture and policies, may play a key role in career outcomes. The call by Warren et al. to shift focus from individual weaknesses to the responsibility of the organization is important because it brings up the systemic factors that play a role in gender dynamics. On the other hand, the study by Cho et al. (2021) on South Korean women entrepreneurs demonstrated how cultural factors can minimize gender inequality. This, however, in return suggests that women's supportive networks and cultural expectations count for much in fostering their career success; in other words, not every context perpetuates gender inequity. The study postulates the idea that, although systemic barriers exist, some environments might be better able to foster equality rather than continual inequality, which cuts across the notion of inevitable gender disparities. The outcomes suggest that cultural context matters for women's careers and therefore, organizations can take lessons from contexts that support gender equality. Cho et al. (2019) continue to investigate female CEOs in multinational companies in South Korea, and the paper shows cases where women have succeeded despite facing several challenges. The findings of the paper suggest that a supporting organizational environment and a good cultural context can add much to women's success at work. This is particularly relevant in light of findings from Glass and Cook (2020) on the lack of support for women leaders. Different results might suggest that even though systemic barriers exist, they are not absolute and can be overcome in organizations that support women in leadership.
Systematic supporting and challenging studies give nuanced insights into career success differences between genders. Studies are pointing in one direction: the pay gap, underrepresentation in leadership positions, and more specifically, the influence of societal norms hinder the advancement of women at work. In contrast, the study on contextual factors points to organizational cultures that could act as support systems and diminish the differences mentioned.These have been pointed out in the research works of Frear et al. and Enache et al., whereas Aymans et al. along with Chauhan et al., (2022) depict some concrete barriers that may face the women. Interestingly, Warren et al., and Cho et al. give a much more positive view by asserting that organizational culture and context also greatly contribute to career results. This means that although the barriers exist, they are not insurmountable.
The comparative analysis will thus reveal that redressing the gender disparities requires an integrated approach. Organizations should understand and recognize the systemic barriers, as well as fostering an enabling environment that empowers women. This dual strategy can take on the form of introducing policies that are gender-sensitive in ensuring inclusivity, mentoring schemes that address specific problems related to women, and personality-building initiatives aimed at instilling resilience and grit in individuals.Moreover, organizational culture serves as the foundation for success ina career. The literature also suggests that organizations with an open and inclusive culture seem to obtain equal results among males and females. This would take back to the fact that adequate leadership commitment toward the causes of diversity and inclusion could be an important prerequisite toward achieving the above-gauged organizational practice, to be evaluated regularly over time.
How do organizational culture and gender-inclusive policies mediate gender differences in career progression within an organization?
Women in an organization with strong gender-related policies report higher career satisfaction and success as compared to those in an organization without such policies.
Gender-inclusive policies are important in reducing the gender gap in career success by creating a culture that values diversity and equality.
This study uses a mixed-methods research design, integrating both qualitative and quantitative approaches to provide an all-rounded understanding of the impact of organizational culture on gender disparities in career success.Dawadi, Shrestha, and Giri (2021) determined the importance of undertaking the use of mixed methodology in research to justify findings with strong evidence. The qualitative component allows for in-depth exploration of personal experiences and perceptions regarding career progression, while the quantitative aspect will facilitate statistical analysis of career outcomes across different genders within various organizational contexts. This allows for a richer data set, whereby qualitative findings can illuminate the numerical findings and vice versa.
The research design, therefore aligns well with the RQ to investigate not only the statistical relationships between organizational culture and career success but also the subjective experiences of the individuals and their meanings within those organizational cultures. This will help in getting a more meaningful understanding of how complex social phenomena like gender disparities can be perceived.
This particular study targets professionals who have been working throughout their chosen careers, 25 through 45. This includes early to middle-career personnel, which happens to reflect the critical level of job progression.
Sectors or industries targeted to conduct research include technology and finance because of their relatively different cultural organizations and even gender roles.
Pal et al. (2024) state that the stratified random sampling technique in data collection research assists in providing specific findings by dividing collected data into groups of the same characteristics. The representation of two genders and various industries will be ensured through stratified random sampling. This method would reduce selection bias and the sample more accurately reflects the population of working professionals. Professional networks, industry associations, and social media would be drawn upon to source participants.
A mixed method approach that will use surveys and semi-structured interviews.
These tools were selected since they allow for both quantified data that shall be subjected to statistical analysis as well as qualitative understanding in personal experience.Other comparably feasible methods that have been put into consideration are focus groups.BaniIssa et al. (2020) identified the limitations of using the focus group method as the ethical or privacy concerns of participants while collecting data for the research. Therefore, since group discussions are challenging logistically to organize and, sometimes confidentiality issues are observed, this was deemed not suitable at the moment.
Data collection will occur in three phases: the online dissemination of the survey, analysis of the survey data, and a few interviews conducted with a selected few for supplementary contextualization. A timeline should be set for the completion of each phase within the timeline. With the mixed-methods approach in a well-articulated sampling strategy and robust instruments of data collection, this research seeks to exhaustively address the research question while adhering to ethical considerations and respecting participant rights throughout.
3.4.1 Quantitative Data Analysis
Concerning quantitative data collected with the help of a questionnaire or survey, it shall be processed using SPSS software. Processing will include the following.
3.4.2 Qualitative Data Analysis
Semi-structured interviews will be conducted to collect qualitative data.Christou (2022) determines the importance of thematic analysis to analyze qualitative research data collected to provide systematic and specific findings in the research. For the analysis of data, thematic analysis will be used since this technique is widely applied in extracting and interpreting patterns that can be found within the qualitative data. The overall process of analysis will include the following stages:
The research integrates both the data analyses of the study toward a holistic view of its research question. Allowing triangulation of findings that are not only statistically relevant but also contextually full, ensures overall validity in these results.
Any research study involving human subjects determines the importance of ensuring ethical considerations. This study shall thus take into account issues on ethics to ensure the rights, welfare, and confidentiality of the participants during the research process.
Informed Consent
The research collecting primary data is often challenges with the issues concerning to informed consent to draw findings within the research (Xu et al., 2020). A consent form will be issued and read by the participant for signature. The right to withdraw from the study at any given time without incurring a penalty will be highlighted. Through the process of informed consent, anonymity and confidentiality are ensured for participants as they are enlightened on what to expect about their participation.
Confidentiality and anonymity
Confidentiality is very important to ensure that the participants' trust is maintained and their personal information is protected (Dougherty, 2021). Participants will be assured that their responses will be anonymized and aggregated, meaning that no identifying information will be linked to individual responses. Data will be stored securely, accessible only to the research team, and will be reported in a way that maintains anonymity.
Data Protection
Data protection will be according to the Data Protection Act, like GDPR or equivalent in the participant's country of research (Gefenas et al., 2022). All the digital data will be maintained on password-protected files, and the physical document will be stored in locked storage. The data will be held for only a period as long as reasonably required for analysis and reporting purposes; otherwise, disposed of securely.
While the study is designed to minimize the potential risks, some of these include emotional discomfort when being interviewed or sensitive information being exposed. These potential risks will be mitigated by the information given to the participants beforehand regarding the potential emotional impacts that might occur when talking about their career experiences, especially regarding gender disparities. Whenever participants require such support services, counseling services will be available.
For the further diminution of risk, the following measures will be implemented while conducting research.
Ethics Review Board Approval: The study will be presented for approval to an institutional ethics review board or other appropriate body before commencing the study. This will ensure that the standards of ethics are met and provide an additional layer of oversight in terms of participant welfare and ethical conduct.
Gantt chart provides a systematic understanding of the project goals and details the project activities to be completed within the given timeline of the research. This research determines the understanding of the research activities through the development of a Gantt chart to plan the tasks and completion of the work within the mentioned deadline.
This research proposal details a systematic timeline, which encapsulates major phases in the study of gender and career success within an organizational context. It will start with a broad literature review to provide a robust theoretical framework and then an understanding of the current gap in research, from which specific research questions are set. This initiation stage's conclusion will be the finalization of the research design when adopting consideration of ethical issues such that the study will be compatible with best practices in integrity for research. The process shall be data collection with both quantitative and qualitative methods. These ensure a comprehensive understanding of disparities when it comes to gender. The subsequent phases would be characterized by critical data analysis toward bringing meaningful insights out of the collected data toward writing a final report detailing the findings, discussions, and practical implications. From there, the report should be taken back to stakeholders for their suggestions on ways it can be refined and perfected before being submitted.
The key contributions of the project include the empirical findings regarding the influence of gender and organizational culture on career success, effective strategies for enhancing gender inclusivity, and policy recommendations for the organization to reduce the gap between genders. The research will also contribute to enhancing the academic discourse on the topic of gender in the workplace and deliver actionable knowledge for practitioners in human resource management.
Although this study is expected to yield much-needed insights into why women are less likely than men to achieve success, there are some inherent and apparent limitations.Monday (2020) states that the survey interview methodology employed within the research can have biases due to the personal opinions of individuals gathered within the specific demographics. One would be the reliance on data from self-reported sources by way of surveys and interviews, which may suffer the effects of social desirability bias, leading people to give responses that are socially sound rather than genuinely honest about their experiences. This has the potential to influence the validity of the conclusions that come out regarding gender differences in career success.The study may also be limited to the scope of focus on specific industries or organizational settings. This implies that the findings may not be generalized to all sectors or cultural environments. For instance, industries with mostly male or female workforces may have unique dynamics that are different from those in more gender-diverse environments. Moreover, the quantitative analysis will significantly rely on statistical methods that cannot reflect the subtle experiences of the individual, especially those that are outside the normative boundaries of gender. This might, therefore, result in an incomplete understanding of the complex nature of gender and career success. Lastly, time and funding constraints may limit the size of the sample and the spatial scope of the study, perhaps the coverage of the research. However, since the initiative touches on some of the very important issues regarding gender inequalities in career progression, it will focus much on the need for further research into these complexities.
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