Parikalpana: KIIT Journal of Management

Open Access Open Access  Restricted Access Subscription Access

Performance of a Firm in the Wake of Women Employees in Key Positions:An Overview


Affiliations
1 NCE Bengal, Jadavpur University Kolkata, West Bengal, India
2 NCE Bengal, Jadavpur University, Kolkata, West Bengal, India
 

It is well known that the number of women in top positions in corporate world in India is very less or even negligible except one or two cases here and there. We can find many women employees in lower levels and middle levels of the management but as we go up the corporate ladder their number decreases exponentially. Whatever ways the government trying to encourage them to boost their numbers, their number always remained very low at the board levels. This paper studies the reasons and remedies for this. It suggests few recommendations also to follow to increase their number in the top positions.

This paper is based on a research conducted on the women employees in private sector companies about their aspirations and the preferences between the family and career etc. The responses are analysed and presented in the form this paper.


Keywords

Women at Work, Work-Family Conflict, Female CEOs, Board Diversity, Gender Diversity.
User
Notifications
Font Size

  • Bell, L. A. (2005), Women-Led Firms and the Gender Gap in Top Executive Jobs, IZA discussion paper 1689, IZA, Bonn.

  • Catalyst (2004), The Bottom Line: Connecting Corporate Performance and Gender Diversity, www.catalystwomen.org

  • Du Rietz, A and M. Henrekson (2000), Testing the Female Underperformance Hypothesis, Small Business Economics, vol 14(1), 1-10.

  • Hambrick, D.C., T.S. Cho and M.J. Chen (1996), The influence of top management team heterogeneity on firms’ competitive moves, Administrative Science Quarterly, vol. 41, 659-684.

  • Shrader, C.B., V.B. Blackburn and P. Iles (1997), Women in Management and firm financial performance: an explorative study, Journal of Managerial Issues, fall 1997, vol. 9 (3), 355-372.

  • Smirlock, M., Gilligan T.W. & W. Marshall (1984), Tobins q and the structure performance relationship, American Economic Review, 74, 1051-60.

  • Vinnicombe, S. and V. Singh (2003), Locks and Keys to the Board-room: A Comparison of UK Male and Female Directors, Women in Management Review.

  • Bilimoria D. 2006. The Relationship between Women Corporate Directors and Women Corporate Officers. Journal of Managerial Issues 18 (1): 47-61.

  • Book EW. 2000. Why the Best Man for the Job Is a Woman: The Unique Qualities of Leadership. New York, NY: HarperCollins.

  • Bowers C, Pharmer JA, Salas E. 2000. When Member Homogeneity Is Needed in Work Teams: A Meta-Analysis. Small Group Research 31 (3): 305-327.

  • Bureau of Labor and Statistics. 2007. Women in the Labor Force: A Databook. Butterfield DA, Grinnell JP. 1999. “Re-Viewing” Gender, Leadership, and Managerial Behavior: Do Three Decades of Research Tell Us Anything? In Handbook of Gender & Work, Powell GN (ed.). Thousand Oaks, CA: Sage Publications.

  • Carpenter MA, Geletkanycz MA, Sanders WG. 2004. Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition. Journal of Management 30 (6): 749-778.

  • Daily CM, Certo TS, Dalton DR. 1999. A Decade of Corporate Women: Some Progress in the Boardroom, None in the Executive Suite. Strategic Management Journal 20 (1):93-99.

  • Daily CM, Dalton DR. 2003. Women in the Boardroom: A Business Imperative. Journal of Business Strategy 24 (5): 8-9.

  • Eagly, AH, Johannesen-Schmidt MC, van Engen ML. 2003. Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men. Psychological Bulletin 129 (4): 569-591.

  • Eagly AH, Johnson BT. 1990. Gender and Leadership style: A Meta-Analysis. Psychological Bulletin 108 (2): 233-256.

  • Helfat CE, Harris D, Wolfson PJ. 2006. Women and Men in the Top Executive Ranks of U.S. Corporations. Academy of Management Perspectives 20 (4): 42-64.

  • Helgesen S. 1990. The Female Advantage: Women’s Way of Leadership. New York, NY: Doubleday.

  • Hillman AJ, Dalziel T. 2003. Boards of Directors and Firm Performance: Integrating Agency and Resource Dependence Perspectives. Academy of Management Review 28 (3): 383-396.

  • Hillman AJ, Shropshire C, Cannella Jr AA. 2007. Organizational Predictors of Women on Corporate Boards. Strategic Management Journal 50 (4): 941-952.

  • Krishnan HA, Park D. 2005. A Few Good Women – On Top Management Teams. Journal of Business Research 58 (12): 1712-1720.

  • Noe RA. 1988. Women and Mentoring: A Review and Research Agenda. Academy of Management Review 13 (1): 65-78.

  • Oakley JG. 2000. Gender-Base Barriers to Senior Management Positions: Understanding the Scarcity of Female CEO’s. Journal of Business Ethics 27 (4): 321-334.

  • Rosener JB. 1995. America’s Competitive Secret: Utilizing Women as a Management Strategy. New York, NY: Oxford University Press.

  • Shrader CB, Blackburn VB, Iles P. 1997. Women in Management and Firm Financial Performance: An Exploratory Study. Journal of Managerial Issues 9 (3): 355-372.

  • Terjesen S, Sealy R, Singh V. 2009. Women Directors on Corporate Boards: A Review and Research Agenda. Corporate Governance: An International Review 17 (3): 320-337.

  • Van Knippenberg D, De Dreu CKW, Homan AC. 2004. Work Group Diversity and Group Performance: An Integrative Model and Research Agenda. Journal of Applied Psychology 89 (6): 1008-1022.

  • Zhang X, Bartol KM. 2010. Linking Empowering Leadership and Employee Creativity:The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Management. Academy of Management Journal 53 (1): 107-128.


Abstract Views: 398

PDF Views: 5




  • Performance of a Firm in the Wake of Women Employees in Key Positions:An Overview

Abstract Views: 398  |  PDF Views: 5

Authors

N. Srividya
NCE Bengal, Jadavpur University Kolkata, West Bengal, India
Rita Basu
NCE Bengal, Jadavpur University, Kolkata, West Bengal, India

Abstract


It is well known that the number of women in top positions in corporate world in India is very less or even negligible except one or two cases here and there. We can find many women employees in lower levels and middle levels of the management but as we go up the corporate ladder their number decreases exponentially. Whatever ways the government trying to encourage them to boost their numbers, their number always remained very low at the board levels. This paper studies the reasons and remedies for this. It suggests few recommendations also to follow to increase their number in the top positions.

This paper is based on a research conducted on the women employees in private sector companies about their aspirations and the preferences between the family and career etc. The responses are analysed and presented in the form this paper.


Keywords


Women at Work, Work-Family Conflict, Female CEOs, Board Diversity, Gender Diversity.

References





DOI: https://doi.org/10.23862/kiit-parikalpana%2F2017%2Fv13%2Fi1%2F151267