bluuebunny/crossref_metadata_2025 huggingface dataset:
A CRITICAL ANALYSIS OF ON‐CAMPUS INTERVIEWING
Authors: Ward Edna C. , Archer Clark B.
Published: January 2008

Understanding how to effectively and lawfully gain information from a prospective employee is an important skill for business managers to master. The decision to hire an individual results in long‐term consequences‐turn‐over rates, levels of productivity, training costs, and company image. Because getting the right person in the right job is so important to the success of any business, many managers personally want to interview the potential employee. Yet few can boast of making a perfect hiring decision. In fact, half of all new hires in America stay with a company no more than six months; and each mis‐hire can cost 30 to 50 per cent above annual salary in lost productivity and expense of replacement (Bacas, 1987).
THE IMPACT OF MARRIAGE AND FAMILY LIFE ON GRADUATES' CAREERS
Authors: Chapman Tony
Published: January 2008

In the past few months in Britain, an unprecedented interest has been shown by The Government in the promotion of new opportunities for women to enter or re‐enter the labour market in the 1990‘s. This relatively sudden renewal of interest in equal opportunities derives from the anticipated reduction of labour supply of young people in the 1990’s. As Mr. John Patten, Home Office Minister colourfully argued “a demographic time bomb (is) ticking away under employers”(1). Due to a fall in the birth rate, the number of school leavers will fall by between 20% and 25% from 1991–1995(2).
WOMEN: POWER AND ADVANCEMENT
Authors: Pickering Tonya H. , Kleiner Brian H.
Published: January 2008

The number of women in business has increased dramatically in the last few years. As the number of women entering business has increased, so has the number of women reaching management positions. In 1985 the number of women in management positions in America was 4.4 million, which is 36% of the total people in these positions. This is more than double the number of women managers a decade earlier. Over a third of business school graduates are now women, indicating that the number of women in business will increase. Even though women have done well in obtaining middle management positions, they have not succeeded in reaching top management positions in any great number since only 1% of top managers are women.
Part‐Time Working in Ireland: Threat or Opportunity for Women's Participation?
Authors: Drew Eileen
Published: January 2008

Employers of part‐time labour generally regard it as a means of overcoming scheduling problems either be‐cause of peak demands, staff shortages or when the work itself does not justify full‐time hours. For women, part‐time schedules provide a means of reconciling two, often conflicting, forms of work activity within and outside the home. “The presence of children and the age of the youngest child are, therefore, major determinants of whether women work full or part‐time. Part‐time work is for women a frequent means of re‐entry into the labour force”. (Daly 1986)
Effective Business Communication for Women
Authors: Mary Baytosh Christine , Kleiner Brian H.
Published: January 2008

Men and women develop different communication styles as a result of their varied sex role socialisation experiences. Communication between the sexes in the business environment is filled with misunderstandings, since men and women are not always aware of the difference in communication styles. These misunderstandings can impair business deals and effective management.(1)
Bargaining for Equality: Time for a New Agenda?
Authors: Dickens Linda , Colling Trevor
Published: January 2008

A glance at any newspaper or management periodical gives the impression that sex discrimination is soon likely to become a thing of the past. Women are being courted as never before by youth‐starved employers trying to cope with the ‘demographic time‐bomb’.
Perceptual Bias in the Workplace; Fighting the Double Standard
Authors: Durrell Barbara J. , Kleiner Brian H.
Published: January 2008

You have just transferred to a new division and it's your first day at work as an assembly supervisor. You go in to talk with your new boss, Department Manager G.C. Rasmussen. Entering the office, you notice a family portrait on the wall. Oh, you think, there is a strong responsible family man. A very well dressed attractive woman enters the room (the thought, “What a clothes horse she is!” crosses your mind) and you politely ask, assuming she's the secretary, “Hey, Hon, get me a cup of coffee, one teaspoon of sugar, no cream, please.” She departs, returns in a few minutes with the coffee and places it in front of you. She then proceeds around to the other side of the desk, sits in the chair, extends her hand, and introduces herself, “Hello, I'm Glenda Rasmussen.” That “right” foot you wanted to start out on is now firmly planted in your mouth.
THE FAIR EMPLOYMENT (NORTHERN IRELAND) ACT 1989
Authors: Mullan Kenneth
Published: January 2008

Introduction In an earlier contribution to this journal, this author described in detail the provisions of the Fair Employment (Northern Ireland) Act 1976. That article also indicated that the Act was due to be reformed to answer criticism that it was just not working. These reforms are now contained in the Fair Employment (Northern Ireland) Act 1989. This article seeks to describe the content of these provisions in detail. Elsewhere in this volume, an analysis will be made of their likely effect.
Women's Wages in Australia: Stability and Change
Authors: Kramar Robin
Published: January 2008

An understanding of the relationship between male and female wages in Australia can best be understood by examining the decisions of tribunals in the industrial arena. The decisions of the tribunals have reduced the gap between male and female earnings, however, they have not yet been able to provide for pay equity. A gap still exists which cannot be explained through differences in the human capital of the male and female workforces. At one level this gap can be explained in terms of the impact of differences in the occupational and industrial distribution of the male and female workforces, their hours of work and positions in organisational hierarchies. However, this explanation is too superficial, being unable to explain why these differences in employment behaviour occur. Neither is it able to explain the ways in which women's wages are influenced by social values, tribunal doctrines and practices, the activities of trade unions and policies in the broader social and political arena.
Equal Opportunities for Women in the Federal Republic of Germany: Institutional Developments
Authors: Shaw Josephine
Published: January 2008

There can be no doubt that Equal Opportunities Policies now lay claim to a political respectability in many countries which was unheard of just a decade ago. In particular, progress has been made towards opening up the space within local, regional and national administrative and governmental bureaucracies in which the politics of gender, race, disability etc. may validly be articulated. In the case of women, that progress has frequently taken the form of the institutionalisation of equality issues, through the creation of separate and more or less independent bodies with a specific brief to further gender equality (United Nations, 1989).
US Affirmative Action Alive and Well Despite Supreme Court
Authors: Edwards John
Published: January 2008

There is a widely held belief that recent Supreme Court decisions in the United States have seriously damaged — or at least set back — the prospects and scope for affirmative action. Certainly, the record for 1989 would seem strongly to support this assumption. Five affirmative action cases were decided in that term and all five decisions were, in different respects, antagonistic to affirmative action. But to say that either individually, or collectively, they represented a serious set — back to affirmative action is unduly pessimistic. Affirmative action in employment in the US is not the fragile desert flower it is in Britain. It is very widely practised (mandatory for federal contractors), aggressively pursued (to the level of preferential treatment) and has gathered a momentum which even the presently constituted Supreme Court would find it difficult to hinder.
Feminisation of Poverty in America
Authors: Lee Agee Marcia , Walker Roger W.
Published: January 2008

“Being poor is a cardinal sin in our society,” one attorney notes in connection with an observation that women face an uphill battle in terms of the effects of poverty on child custody outcomes. Evidence from the same document quotes a Minnesota referee who is renowned for his usual statement to female AFDC recipients:’ How much of the taxpayers money are you currently receiving? (17,p.25)”.
Managerial and Professional Women in North America: Problems and Prospects
Authors: Korabik Karen , Ayman Roya
Published: January 2008

Recently, more and more North American women have been choosing to pursue careers in management and the professions. The invasion of women into these once exclusively masculine domains has been accompanied by a host of problems, many of which were unanticipated. In the articles presented here we examine the nature of these problems and provide some suggestions about what can be done to help resolve them.
Studying Personnel Decisions about Female Managers: Methodological Considerations
Authors: Penner Louis A. , Harris Sandra L. , Llobet Jesus M. , Craiger J. Philip
Published: January 2008

Women are dramatically under‐represented in upper level managerial positions. Although they comprise about one‐third of all managers and professionals in the work‐force (Hellwig, & Tedeschi, 1986), women seem to confront a “glass ceiling” when they seek high level managerial positions. According to a recent survey of the 1,000 largest companies in the United States, less than 4% of their upper level managers are female (“Ten years later”, 1990). A more subtle problem, but one of equal concern, is the way in which women who do achieve managerial positions may be treated. There is good evidence to suggest that, relative to their male counterparts, many female managers encounter serious problems in areas such as pay, prestige of their positions, and evaluations of their abilities and performance (see, for example, Mount, & Ellis, 1989; Wittig, & Lowe, 1989).
Corporate Responsiveness (and Resistance) to Work‐Family Interdependence in the United States
Authors: Maier Mark , Thompson Cynthia , Thomas Cher
Published: January 2008

The statistics are certainly impressive: over the last two decades, women have made extraordinary advances into the managerial ranks of corporate America. From 1982 to 1983, for example, the number of female executives jumped from 1.4 million to 3.5 million (“More and more, she's the boss,” 1985, p. 64). In 1989, women accounted for 40% of all corporate managers in the United States — double the percentage just 15 years ago (“The mommy track: Juggling kids and careers,” 1989, p. 134).
What Is Needed to Help Women Balance Work and Family Responsibilities?
Authors: Falkenberg L.E. , Monachello M.L. , Edlund L.C.
Published: January 2008

One of the major challenges for managing human resources in the 1990s is to appropriately respond to employees having to manage the dual responsibilities of home and work (Paris, 1989). Balancing work and family has been considered a women's issue, with the question being whether women could handle both the home demands and the responsibilities of a paid job. Yet the entrance of women into the workforce has also required major role adjustments by their husbands. According to the traditional model of work, husbands prioritize work over family with the wife providing the necessary emotional and physical support to keep the husband in “good working order” (Pleck, 1977). In today's society, this model is no longer widely applicable, as men in dual earner families receive less emotional support than their single‐earner counterparts (Burke, & Weir, 1976; Keith, & Schafer, 1980) and tend to assume greater family responsibilities (Holahan, & Gilbert, 1979; Weingarten, 1978).
Factoring Culture into the Women in Management Equation
Authors: Campbell Kathryn
Published: January 2008

The paper makes several linked proposals. First, women in North America have been socialized towards a subculture distinct and separate from the male culture which dominates the formal business economy. When we discuss women in management, we need to understand women as defined by their culture and not just their gender. Secondly, the subculture in which most North American women have been reared is shown to share many traits and characteristics with the eminently successful Japanese business culture. The Mary Kay Cosmetics Company is presented as a case study of a self‐professed feminist using management techniques comparable to those used by Japanese men. Next, examples of culturally‐based management paradigms (the indigenous North American and the polychronic Oriental) are discussed to extend the debate that culture is a more predictive parameter than gender when categorizing management behaviour. As well, the rewards of cross‐cultural comparison are noted. Finally, multicultural sensitivity rather than melting‐pot assimilation is recommended as beneficial for the individual woman, for the organization, and for society as a whole.
Executive Management for Women
Authors: Cahoon Allan , Rowney Julie
Published: January 2008

In considering critical areas of human resource development, and upon reviewing the literature on women in management, it became obvious that there was a need for a Management Development program that is targeted specifically to women at senior levels of management. The record of course providers in attracting women to participate in existing mixed Executive Development Programs has not been very good, poorer indeed than the proportion of senior women in organizations, which by itself is not at an acceptable level. The research suggests that women generally are less likely to actively seek positions of high profile leadership due to historical social stereotypes of women and the lack of obvious women executive models (Arkkelin, & Simons, 1985; Baril, Elbert, Maher‐Potter, & Reavy, 1989). They are unable and unwilling to absent themselves from families and careers to the same extent as males in our society. Indeed, in the case of women with children, there are very strong norms against women leaving family and children to persue their own professional development (Riger, & Galligan, 1980). Quite the opposite norm exists for males with children who are obviously rewarded in our society for pursuing training and development opportunities which can enhance their career development (Powell, 1988). Thus, the residential and extended time components of current Executive Development Programs are often inconvenient and unsuitable for the majority of women who aspire to or have achieved senior level positions.
POLITICAL STRATEGIES FOR WOMEN
Authors: Coles Gina , Kleiner Brian H.
Published: January 2008

There seems to be less focus on women's equality in the work place compared to a few years ago. Have women overcome previous barriers in salary and promotion compared to men? The statistics indicate otherwise. Gender barriers for women still remain today.
AUSTRALIAN DEVELOPMENTS IN EQUAL EMPLOYMENT OPPORTUNITY AND AFFIRMATIVE ACTION
Authors: Kramer Robin
Published: January 2008

The Australian government's commitment to equal employment opportunity has resulted in the enactment of anti‐discrimination and affirmative action legislation at both the federal and state level and the development of a number of labour market, training and social policies specifically designed to remove impediments to women's employment. The Affirmative Action (Equal Employment Opportunity for Women) Act 1986 is pivotal to the removal of discrimination in organisations, but its effectiveness has been hindered by the restructuring of organisations on a divisional basis, a lack of understanding of the nature of equal employment opportunity (eeo) and the role of affirmative action programmes among some employers and employees, and the choices women make about their employment and training. A number of innovative policies have been developed by large organisations to deal with these barriers to the effectiveness of affirmative action programmes and the creation of eeo and they provide useful models for other organisations.
UNDERSTANDING AND EFFECTIVELY MANAGING THE INCREASINGLY FEMALE WORK FORCE
Authors: Cullen Jennifer E. , Kleiner Brian H.
Published: January 2008

This article examines the problems management must address with an increasingly female work force and is focused on the conflicting demands of family versus career. Statistics highlighting the impact of working women and dual career families are cited. Management policies that alleviate some of the career/family conflict are also discussed. The article concludes with human resource development strategies to accommodate the increasing numbers of working mothers as well as fathers.
HOSTILE WORK ENVIRONMENTS: EXTENDING THE BASE OF SEXUAL HARASSMENT
Authors: Lewis Kathryn E. , Johnson Pamela R.
Published: January 2008

A group of men are gathered around an office work station. On the computer screen an animated, anatomatically correct woman says, “Hello, I'm Maxie, your date from MacPlaymat. Would you like to take off my clothes? I'll guide you. Start with my blouse.” The employee at the keyboard removes Maxie's clothes and then selects “sex toys” from the “tool box.” Maxie can be handcuffed, gagged, shackled, and made to perform a variety of sex acts. The excellent graphics and digitised sound of the computer allow Maxie to writhe and moan. A woman enters the office and finds her colleagues engaged in this “entertainment.” Has a computer game set the stage for a complaint of sexual harassment?
WOMEN: A NEW VISION FOR YEAR 2000 AND BEYOND
Authors: Hosni Djehane
Published: January 2008

Women's contributions to world development go unrecognised. Women represent, however, key agents of change for the years to come and into the next century. Through their expanded stock of scientific and technological capital, women should have a definite impact on all spheres of economic and social development.
The Psychology Of Success
Authors: Dobbins Richard , Pettman Barrie O.
Published: January 2008

1. Success is Goals The people who become successful are the people who set goals. The optimal planning periods appear to be three months and three years. What job will you be doing three years from now? How much money will you be earning? Where will you be working? What are the skills you will require to achieve your career goals? Will you need to learn about business strategy, marketing, finance, pension funds, people skills? Finally, why do you want to achieve these career goals? What is it you really want in life? Is it a beautiful home, car, better health, happy family, worthy goals, a terrific feeling of well being?
The Status and Sex‐Role Orientation of Female Managers in Corporate America
Authors: Fateri Nazi , Kleiner Brian H.
Published: January 2008

“Woman comprise one‐half of the world's population, they perform nearly two‐thirds of all working hours, they earn 90 percent less than men do and own one‐hundredth of what men own” (World Goodwill, 1988). It would be inaccurate to state that the above figures are representative of American women employees or women in management; however, they are comparable. Today, even women in traditionally female fields, such as nursing and teaching, are paid 33 percent less than men in those same occupations (Baron, 1 984:14). By the year 2000, it is projected that working women will earn only 74 percent of male wages (McDonald, 1986: 150).
Business Textbook Coverage of Aids in the Workplace: Results of a Survey
Authors: Miller Alan N. , Kohl John P.
Published: January 2008

More than a decade after the first officially reported case in the United States, AIDS (Acquired Immune Deficiency Syndrome) now poses a major challenge for American organisations. Despite the plethora of coverage by the news media and an emerging literature in academic and practitioner journals, managers and business educators still lack clear and accurate information about the disease, the legal rights of its victims, and how organisations should deal with employees who have AIDS or who are infected with the HIV (AIDS causing) virus, but who remain asymptomatic.
One More Time: The Mentor Connection
Authors: Akande Adebowale
Published: January 2008

Sponsors are the key to success in the corporate world. People jumped on the success train with tickets from their sponsors — their mentors. A mentor was defined as someone approximately ten to fifteen years older, successful, secure, mature, and thoroughly committed to the sponsorette's development; indeed, a cross between teacher, uncle, wet nurse, cousin, guru and sugar daddy. They are professionally paternalistic and serve in a “god‐parent” role. It is becoming clear that corporate romance occurs much more frequently than most people care to admit. Hunt and Michael explored the concept of new managers having a mentor and discovered four stages to the mentoring relationship. The first is the inititiation phase, where the more powerful and professionally recognised mentor recognised the apprentice as a protégé. The second is the protégé phase, where the apprentice's work is recognised not for its own merit but as a by‐product of the mentor's instruction, support, or advice. The third is the break‐up stage, where the protégé goes off on his or her own. If the mentor/protégé relationship has not been successful to this point, this will be the final stage. However, if it has been successful, both parties continue on to the lasting‐friendship stage. Here the mentor and the protégé have more of a peer‐like relationship. The protégé may well become a mentor but does not sever ties with the former mentor.
The Free Market Approach to Comparable Worth
Authors: Pincus Laura B.
Published: January 2008

The issue of comparable worth exemplifies the imperfection of market effects. The argument made by proponents of comparable worth is that women earn between 59% to 65% of men's earnings because they are systematically segregated into jobs which are traditionally held by women and traditionally underpaid. Champions of comparable worth argue that each job has an inherent value irrespective of the market, that the market thus is imperfect in its valuation of females in these positions, and that the law should create a hierarchy of job positions which are comparable worth and set wages accordingly. They refuse to accept that an employee's economic worth is determined by his or her salary. Due to this flawed approach, they fail to recognise the incomparable wages derive not from faulty wage‐value scales but from the supply and demand curves that are formed.
Sexual Harassment and MIS Professionals: Results of a Survey
Authors: Brock Floyd J. , Kohl John P.
Published: January 2008

Unwelcome sexual advances, requests for sexual favours, and other verbal or physical conduct of a sexual nature constitute sexual harassment when (1) submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment, (2) submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual, or (3) such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment.
“It's a bit like having kids. You're never the same again”
Authors: Wieneke Christine
Published: January 2008

In 1990, an academic colleague and I received a small grant to undertake a research project1 relating to the practice of equal opportunity in higher education institutions in one Australian state: New South Wales. We set out to examine Equal Employment Opportunity Coordinators‘ (EEOCs’) perceptions of the effectiveness of EEO and affirmative action in universities and colleges, but we also wanted to document the experiences of these specialist staff in undertaking the difficult job of assisting their organisation to implement strategies to achieve equal opportunity in employment. This paper selects aspects of data contained in interviews with EEOCs which relates specifically to their personal experiences in undertaking EEO work. Although those employed in this field are called by various titles ‐ EEO Officer, EEO Coordinator, Equal Opportunity Coordinator ‐ for the purpose of this paper, and to avoid identification, all staff have been called EEO Coordinators (EEOCs).
Women and Sustainable Development
Authors: Meena Ruth
Published: January 2008

Sustainable Development refers to a development process which enhances people's capacity to create and consume wealth on a lasting basis. It requires, among other things, a socioeconomic political and cultural environment which enables people to engage and sustain the development process. The political system should provide stability for people to engage in production. Intra‐ethnic conflicts, tribal wars and social tensions, as well as denial of basic human rights, constrain efforts to promote sustainable development. The social relationships between individuals and communities can either promote or constrain sustainable development. Social security is thus one of the necessary prerequisites for promoting such development.
Women and Organisational Leadership
Authors: McCauslan Jenny A. , Kleiner Brian H.
Published: January 2008

In most businesses effective leadership is still considered to be tough, competitive, rational, impersonal, strategic, etc.— in short, the traditional male model. Recently, however, sociologists and business writers have begun to challenge this model. Recognition increases that we need leaders who are participatory and supportive. Furthermore, increased world competition, new technologies, shifting markets, and other economic pressures are forcing corporations to change the way they do business. Even the old rules of management and leadership do not always hold true anymore. Fortunately, this period of change happens to coincide with the entry of more and more women into managerial positions, which works to their advantage. And it does because it puts them on the same footing as their male peers, who must learn the new rules, too.
What Companies Can Do For Women
Authors: Yoon Julie , Kleiner Brian H.
Published: January 2008

Many experts are predicting work force changes of massive proportions by the year 2000. Already, feminisation is transforming the way employers treat their employees. Companies are realising that nearly half of all workers today are women, up from 33% only 20 years ago. And two‐thirds of the 15 million new entrants into the job market through 1995 will be women according to the Bureau of Labor Statistics: and in terms of sheer numbers, they will have more influence than ever before.
NETWORKING
Authors: Schur Lisa A. , Kruse Douglas L
Published: January 2008

In the U.S. private sector, women are less likely than men to be union members. This study analyses a unique na‐tional survey (conducted in 1984) to determine if women are less interested than men in unionising or if, instead, they are equally interested but face higher barriers to unionisation. The results support the latter interpretation. In particular, non‐union women in private sector white‐col‐lar jobs (representing over half of the female non‐union, work force) expressed more interest than comparable men in joining unions. This finding appears to reflect more optimism among the women in this group than among the men about what unions can accomplish; it is not explained by gender differences in attitudes toward jobs or em‐ployers. The authors discount theories that family respon‐sibilities, or concerns of female workers that set them apart from men, present special barriers to unionisation.
Explaining the Employment Status of Women in Canada: An Application of the New Structuralist Approach
Authors: Reavley Martha A.
Published: January 2008

Introduction This study investigates the impact of extra‐organisational or “new structuralist” factors on the employment status of women in Canada. Employment status is measured by the representation ratio, inter‐occupational segregation index, intra‐occupational status index and the salary advantage index. In this article, “new structuralist” factors (organisational context and external environmental factors) hypothesised as contributing to the employment status of women are described. The results of statistical analyses of the relationships between employment status measures and a specified set of “new structuralist” variables are presented.
Chasing Shadows: Alienation in Working Women
Authors: McGown Anne
Published: January 2008

Early efforts by Liberal feminists to promote the success of women in the workforce are now coming to fruition, women do hold positions of power in some areas. However, it is time to remove the rose‐coloured glasses and take a more critical look at the outcome of the feminist individualist lifestyle. Is there a cost associated with workplace success and who is the one most likely to pay?
The Mistreatment of Indian Women
Authors: Burnette C. , Hosni D.
Published: January 2008

India is the second most populous nation in the world with 859 million inhabitants in 1991 (10). It is expected to reach the one billion mark before the end of this decade and to overtake top‐ ranking China by the next century(8). It is a fact that overpopulation remains a major roadblock to its development. India was the first nation to adopt family planning programmes targeting population control as a national priority in its development plans(12). Policy‐makers had hoped to cut their high birth rate (31 per 1000 population) in half by year 2000(8). But, its high fertility rate (4.00) will continue to persist as long as the inferior status of women in society prevails.
The Mentor Mystique: “Everybody Who Makes It Has a Mentor or Mentors”
Authors: Akande Adebowale
Published: January 2008

Mentoring has become a very popular concept ‐ too popular, according to some studies (1,2,3), the idea is simple: an older, more experienced individual helps or shepherds a younger person grow and advance in the formative years of the individual's career by providing advice, support, and encouragement. Good teachers, coaches, parents, and bosses all take on some mentoring functions, and in the past one or two decades formal mentoring programmes have been set up in the business environments.
Comparable Worth: Where Are We Today?
Authors: Hoover Michelle , Kleiner Brian H.
Published: January 2008

Comparable worth is a theory that has been hailed as the issue of the 90's. Lee Finney, feminist and labour activist from Contra Costa County, asserted in 1986, “It may not be the issue of the eighties. But it's the issue of the nineties. Comparable worth is here to stay”[2, p.202]. Comparable worth has also been referred to as being overblown [3,p.121] and looney [2, p.52]. With so many diverse comments, an analysis of the current and future status of comparable worth is controversial.
Networking
Authors: Rubery J.
Published: January 2008

Equal pay for men and women was a principle en‐shrined in the Treaty of Rome and was the subject of a European Directive in 1975. This investigation of progress towards equal pay in three member‐states, Germany, Italy, and the United Kingdom, reveals the importance of differences in employment structures and reward systems in determining relative pay for women. The author argues that differences in the structure and size of pay differentials among countries suggest that more attention needs to be paid to the general system of labour market regulation than to explicit equal‐pay policies. She concludes that women would be more likely to benefit from a strategy of establishing labour standards and regulation than from equal‐pay Directives which have little effect on the general practices and principles of pay determination.
Canadian Public Policy Responses to the Employment Status of Women
Authors: Reavley Martha A.
Published: January 2008

Introduction This article is concerned with Canadian federal government efforts to improve the employment status of women. It pertains only to the statutory efforts taken by the federal government to protect and promote equality in employment within the Canadian federal jurisdiction. In combination, these policies can be characterised as the technology for moulding and shaping an equitable work force for Canada.
Discrimination Regarding Asian Americans in MedicalSchool Admissions: The Management of Human Rights Policy Issue
Authors: Yeh Edward , Munchus George
Published: January 2008

Introduction Critics have levelled charges of bias, claiming that admission policies have been aimed specifically at slowing down the influx of Asian Americans into medical schools and have therefore discriminated against them. They point to Asian American admission rates (the number of Asian Americans offered admission divided by the number of Asian American applicants) that have been lower than those of Caucasians, despite Asian American performances as measured by standardised test scores and college grade point averages that appears to be equal to and at times superior to that of Caucasians. A downward turn in Asian American admission rates at some institutions has raised the additional concern that admission officers have put informal numerical limits on the number of Asian Americans they admit. However, most admissions officers deny such.
Discrimination in Employment by Age
Authors: Martinez Oscar R. , Kleiner Brian H.
Published: January 2008

It is the general attitude that as a society we grow and learn from our mistakes and improve the welfare of society as a whole. History is currently in jeopardy of repeating itself in that there is a remarkable similarity between attitudes about older workers and the beliefs many managers held about female and minority workers 25 years ago.
Some Economic Development Consequences of Unequal Opportunities Internationally
Authors: Thomas D.J.
Published: January 2008

Inequality of opportunity is revealed by measures of a gender gap in education whereby women's participation is less than men's, is of shorter duration and is concentrated on lower levels of the educational pyramid. The gap is more pronounced and demonstrable in lower income regions or developing countries but, to the extent that there are discrepancies in men's and women's educational experiences in more developed countries also, the same principles apply.
Managing the Woman Boss/Male Subordinate Relationship
Authors: Cooper Pamela , Kleiner Brian H.
Published: January 2008

“I wish I could say I like working with a woman, but the truth is it's an awful lot of trouble. With a man, I know where I'm at; with a woman, I'm at sea. They just don't act like they know what they're doing.” These words of a US Sprint executive in an interview with Business Month magazine [3, p.43] echo the sentiments of many men who are forced to work for or with people of the opposite sex. Half the respondents in a recent Gallop poll do not care if it is a man or a woman that they work for. But almost all of those who do care prefer to work for a man. How are today's female junior managers who have spent fourteen years working side by side with men at school supposed to react in their first supervisory role that puts them in charge of more men than women? There is an abundance of leadership styles a woman can choose from. She can be masculine, she can be feminine, or she can take on the best of both worlds and be androgynous. This article attempts to address the most successful leadership traits for a woman that has a staff composed of men, fifty percent of which would rather be working for a man.
Profiles of Successful Women Managers
Authors: Tropila Diane , Kleiner Brian H.
Published: January 2008

The first female executives adhered to many of the rules of conduct that spelled success for men. Women were told that in order to succeed, they must play the corporate game the way men play it. Up to now, women's ways of thinking, doing and feeling did not have much place in the business world. However, according to Fortune Magazine, less than 0.5 percent of the highest paid officers and directors in America's largest public companies are women.(2) Could it be that this first wave of thought was wrong?
The Challenge of International Change
Authors: Berthoin Antal Ariane
Published: January 2008

During the last five years restructuring within international organisations, especially at the level of business units, has been unprecedented. This phenomenon has been vigorously analysed and commented on. One startling, but little recognised element of this, is that the speed of the change process is far from uniform. Between functions as diverse as marketing, finance, human resources and production there are surprising discrepancies in the pace and nature of the change process.
FEMINISING THE MAINSTREAM
Authors: Rees Teresa
Published: January 2008

Gender segregation remains a remarkably persistent feature of the workforce in all member states of the European Union (EU), regardless of variations in rates of female economic activity, the growth of equality legislation and changing values prompted by notions of social justice. However, the argument that such patterns of segregation, in particular the clustering of women in low skilled, low paid work, represents a waste of human resources has a more powerful resonance in the context of converging economic and social factors. The creation of a Single Market, chronic skill shortages and an ageing workforce have combined with a more acute awareness of social justice and climate of political correctness to put women's skill and training needs higher on the political agenda than ever before. As a consequence, the Commission of the European Communities (CEC), which arguably has a good track record in acting as a catalyst in the promotion of equal opportunities (EO) more generally, is now in a unique position to challenge the rigidities of segregation through its funding programmes for training.
WORKING WOMEN AND CHILDCARE: WALES IN THE NINETIES
Authors: Ashton Shân
Published: January 2008

1994 is the International year of the Family. In Britain, at least, this event has coincided with wide public debate (and moral panic) over a number of issues relating to ‘family’ life. Aspects of this debate are concerned with the changing relationship between the family and the labour market, especially in relation to women's increasing engagement in paid employment. More specifically, discussions have centred on how women, as mothers, can achieve a balance between their family responsibilities and the demands of paid work (Roberts C 1993: 1). Flexible working practices and childcare provision have emerged as the foci of discussion at all levels of this debate, from the national to the local.
ENTERPRISING WOMEN IN EUROPE: BALANCING PRIVATE AND PUBLIC LIVES
Authors: Muir Elizabeth J.
Published: January 2008

This paper is based on a current study which is funded by the Commission of the European Communities (DG V, Equal Opportunities Unit) and is part of doctoral research initiated at SOCAS, University of Wales, Cardiff.
WOMEN ACADEMIES IN EUROPE
Authors: Rhodes Elizabeth
Published: January 2008

The University Women of Europe (IWE) co‐ordinates the associations of Women Graduates in the various European countries and is part of the worldwide International Federation of University Women (IFUW). The British Federation of Women Graduates or British Federation of University Women as it was known until 1992 was founded in the 1900s and was a founder member of IFUW and the regional organisation University Women in Europe (UWE).
POLITICAL NETWORKING FROM GRASSROOTS TO THE EUROPEAN PARLIAMENT
Authors: Norman Irene
Published: January 2008

The European Women's Lobby The European Women's Lobby (EWL) was officially established in September 1990 following a conference hosted by the Fawcett Society in 1987 which passed a resolution to create a lobby that would be open to all women's organisations. Prior to this, throughout the 1980s a tremendous amount of work had been done at grass roots level to establish the organisation and find the funding to support this work. Finance was obtained from the Women's Information Service of the European Commission.
Transnational Protection of U. S. Expatriate Employees Under the Civil Rights Act of l991 The Potential
Authors: Wyld David C.
Published: January 2008

This paper examines the applicable scope of United States employment discrimination law to “American” employers of U.S. citizens abroad. Through an analysis of the extraterritorial dimension of American anti‐bias, it is demonstrated that over time, it has become accepted that the full‐range of U.S. anti‐bias law applies transnationally. However, just who is considered an “American” firm is an open‐ended question under the Mas Marques test codified in the Civil Rights Act of 1991. The implications of this ambiguity could well lead to potential legal conflicts in the area of employment discrimination for a multitude of firms worldwide who may not consider themselves presently to be bound by United States employment law.
Globalising Organisations and Empowering People for High Performance Leadership of Our Multicultural World: Or, Behold, The Demise of Business‐as‐usual is at Hand
Authors: Foulkes Roland A.
Published: January 2008

Reviews, from an anthropological perspective, three 1993 additions to the Gulf Publishing Company's “Managing Cultural Differences” Series. This trilogy is comprised of the volumes Developing the Global Organization: Strategies for Human Resource Professionals, Transcultural Leadership: Empowering the Diverse Workforce, and Multicultural Management: New Skills for Global Success. Examines the five concepts of globalisation, diversity, multiculturalism, transcultural, and empowerment central to the trilogy and to anthropology, and as they are used in both. Views the global paradox — a bigger world economy requires the more powerful smallest of players (e.g., entrepreneurs) — as a useful framework for understanding these and related concepts as they operate in the global village today, and as they may be employed throughout and beyond the 21st century. Finally, reports on: (1) the training, transformation and development tasks of global managers of complexity in business as well as in government, academia, and the military; and, (2) the intercultural learning strategies through which these tasks are achieved and through which these managers, the multicultural workforce and teams they lead, and their organisations are empowered to contribute, collaborate and fully participate in producing their major project: Service, country, group, business, or social structure through the mixture of peoples or technology” (p. 242). This suggests a process, a becoming. In Developing the Global Organization, Robert T. Moran, Philip R. Harris and William G. Stripp continue that globalisation is both a way to think and to act. Specifically, it moves individuals “away from parochialism towards transnationalism”. And it nurtures a state of mind geared toward a more effective use of personal and organisational resources (p. 299).
Understanding and Effectively Managing Sexual Harassment
Authors: Croney Steven T. , Kleiner Brian H.
Published: January 2008

Although sexual behaviour in the workplace is not a recent phenomenon, only within the past ten years have companies began to understand the implications of sexual harassment in the corporate environment. In a 1988 study, Working Woman magazine stated that 90 per cent of Fortune 500 companies had received sexual harassment complaints; and these sexual harassment problems cost the average Fortune 500 company approximately $6.7 million per year in legal costs, employee absenteeism, turnover and lack of production [4, p. 67].
New Developments in Age Discrimination
Authors: Patel Bimal , Kleiner Brian H.
Published: January 2008

Reasons for Age Discrimination During the course of history, one of the most used methods in teaching a younger worker a new skill was to match him or her up with a veteran worker who was quite competent in that skill. The young worker learned by observing, assisting, and practicing in the skill. The “student” spent many hours with the “master” for little or no pay. In time the student learned to become as capable as his teacher. In some societies the passing along of such skills from mentor to student was considered a noble tradition. The actions of corporate America within the past few years run quite contrary to such traditional teaching methods. The restructuring of companies has lead to an increasing perception that older workers are less necessary to corporate success. This trend began in the late 1980s and has continued through the present.
Personal, Educational and Career Characteristics of Canadian Women ‘Directors’
Authors: Burke Ronald J.
Published: January 2008

Corporate directors have almost exclusively been white males. Women have been increasingly appointed to corporate boards but their numbers remain small at about five per cent (Gillies, 1992; Lorsch & MacIver, 1989). Several studies have provided a picture of the demographic characteristics of directors. Although the specific details and numbers vary slightly from study to study, results are consistent and strong. Corporate directors form a rather homogeneous group. Of all Fortune 1000 directors, 94% were white males, 67% were over 55 years of age, and 63% were CEOs of other corporations.
Positive Culture: The Key Element for Successful Teamwork
Authors: Ward Edna C.
Published: January 2008

Positive relationships between management and employees at the work place can enhance the climate of the organisation. By examining management/employee relationships, one can predict the success or failure of a teamwork initiative. As one individual illustrated, “My work environment is a lot like a dog‐sled. Unless you are the lead dog, the scenery is always the same”. This dramatic visualisation illustrates the approach many companies embrace when they begin the teamwork approach to management; i.e. only a few managers and a few workers receive teamwork training.
An Exploratory Study of Sex Differences in Interpersonal Networks and Development functions
Authors: Burke Ronald J. , Bristor Julia M. , Rothstein Mitch
Published: January 2008

Although more women are entering managerial and professional jobs with increasingly appropriate academic and experience credentials for upward mobility, few of them make it to senior management or executive ranks (Morrison & Von Glinow, 1990). They encounter a glass ceiling (Morrison, White & Van Velsor, 1987), an almost impenetrable barrier, which prevents them from reaching the top levels.
PERCEPTION OF EQUITY IN COMPENSATION PRACTICES: A RESEARCH NOTE
Authors: Nwachukwu Saviour L.S.
Published: January 2008

As women's understanding of work‐place discrimination evolved, their attention shifted from the problem of equal pay for equal work to the issue of comparable pay. This shift was premised on the realisation that even though the Equal Pay Act of 1963 was correcting pay inequities in substantially equivalent jobs held by both men and women, most female‐dominated jobs had no equivalent male comparisons and thus, were outside the scope of the Equal Pay Act. Mahoney (1983) defines Comparable Worth as “comparable pay for jobs of comparable worth.” (p.14). At the core of this definition is the contention that differences in pay that are disproportionate to differences in the worth of jobs amount to wage discrimination.