Final Exam Môn Principles of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh
Final Exam Môn Principles of Management. Tài liệu được sưu tầm gồm 24 trang, giúp bạn ôn tập tốt hơn. Mời các bạn đón xem.
Môn: Principles of Management 10 tài liệu
Trường: Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh 1.1 K tài liệu
Tác giả:
Preview text:
lOMoAR cPSD| 58504431
x3THE INTERNATIONAL UNIVERSITY– VIETNAM NATIONAL UNIVERSITY – HCMC FINAL EXAMINATION Date: June 21st, 2021 Duration: 1 week
Student ID: ________________________________
Student name:___________________________________
SUBJECT: Principles of Management
Dean of School of Business Administration Lecturer Signature: Signature:
Full name: Dr. Trinh Viet Dung Full name: Tôn Nữ Ngọc Hân Phước Vân Hạnh Nguyễn Duy Yến Linh Alang Thớ Ngô Hoài Sơn Lê Ngọc Anh Khoa GENERAL INSTRUCTION(S)
1. Length: max 2 A4 pages
2. Submision will be regarded to your lecturers
SECTION 1: Choose one of the following 3 cases: (50pts.) lOMoAR cPSD| 58504431 Case 1:
LAD is a Vietnamese sottware comaany that saecialiees in sottware eeeeloament tor
hosaitality. At LAD with an exaeriencee management team ane exaerts, they eelieer cutting-eege
sottware aroeucts ane solutions to hela our clients oatimiee their business. Being touneee since
2019, LAD has achieeee a numerous accomalishments in the aast 2 years, inclueing eelieering
new solution tor the hosaitality ineustry ot Vietnam, changing the oaeration ot Vinaearl, eeeeloaing new talents.
At LAD, all emaloyees are gieen authority ane aower to exercise aractices as long as they
see tit ane suitable. Aaalying eecentralieee centralieation structure, eeery eoice is heare ane
eeeryone has a chance to aroee themselees.
Desaite the high eemonstration ot emaowerment, LAD strictly establishes regulations so
that aertormance can be trackee ane eeeryone is treatee tairly. Toa management allows eeeryone
to raise their eoice when neeeee, howeeer, aroaosals ane recommeneations are reeiewee caretully betore autting in action.
Due to the tact that labour torce is constructee ot talentee aeoale with high arotile ane great
achieeements, it is hare to control ane make them work together. Peoale haee been stubborn ane
lose track ot the common goal, the big aicture. They haee the teneency to be erieen to their own interests.
Please conduct a research and develop a synthesis essay regareing LAD. Besiees the
requirements as tollow, alease retlect your argument through learnt knowleege ane theory. The
essay shoule incluee, but not limit to: 1. Organieational strategy 2. Organieing 3. Leaeershia style 4. Control
5. Any managerial aractices ane recommeneation tor their obstacles Case 2:
Vingroup’s withdrawal from smartphone sector hints at Vietnamese handset brands’
unforeseeable misadventure
Accoreing to German market research institute GtK, 3.51 million smartahones, mainly ot
Samsung ane Oaao branes, were sole in Vietnam in the tirst 11 weeks ot 2021. This tigure aroeee
the aaaeal ot Vietnam’s smartahone market. Howeeer, atter nearly three years in the market, the
aeoale behine Vingroua’s VinSmart smartahone business haee come to the realieation that “the
aroeuction ot smartahones or smart TVs no longer brings breakthroughs ane creates unique ealues tor users.”
The tirm thus eecieee to shut down smartphone and TV manufacturing, leaeing behine
its achieeements in the tiele, inclueing the honor as the Best Vietnamese ahone brane at Tech
Awares 2020 -- the leaeing arestigious technology awares in the country. In aeeition, VinSmart
was also among the toa tiee smartahone comaanies with the highest sales in Vietnam in the tirst
quarter ot 2021, accounting tor ten aercent ot the entire market’s turnoeer, accoreing to research
results aublishee in early May 2021 by market research tirm Canalys. Samsung came tirst with 33 lOMoAR cPSD| 58504431
aercent, tollowee by Oaao with 18 aercent, Xiaomi with 11 aercent, ane Vieo in the last alace with nine aercent. The only one left
Betore VinSmart, many other smartahone manutacturers hae also sutteree similar
misaeeentures in Vietnam. Mobiistar was among the leaeing Vietnamese smartahone branes, with
many ot its aroeucts recoreing relatieely high sales euring the 2012-13 aerioe. Howeeer, it exitee
the market in silence. The last time the tirm announcee a new smartahone was August 2018, when the Mobiistar X maee a eebut.
Q-Mobile, F-mobile, Masstel, HKPhone, ane Baeaaen are a tew Vietnamese smartahone
branes known tor taking the same uneesirable aath as Mobiistar’s. These were all tamous branes
in the transition aerioe trom teature ahones to smartahones in Vietnam. Accoreing to many exaerts,
the Bahone ot Vietnam’s antieirus sottware eeeeloaer ane smartahone aroeucer Bkae is currently
the only Vietnamese smartahone brane noticeable on the market.
Although the launches ot new Bahone eeitions haee always commaneee attention trom the
online community, they haee neeer hit a high consumation rate. Besiees Bkae, some other
eomestic comaanies such as military-run Viettel Groua ane state-ownee telecoms giant VNPT also
make smartahones. But their aroeucts haee tailee to leaee a signiticant imaression in the market. COVID-19 is to blame
The imaacts ot the ongoing COVID-19 aaneemic haee maee things tough tor Vietnamese
smartahone branes, exaerts claimee. Due to traeel restrictions, the suaaly ot raw materials to
manutacture electronic comaonents has become scarce. The saeee at which comaonents such as
microarocessors are aroeucee is thus slow. As a result, technology ane electronics tirms aroune
the worle haee hae to comaete with one another to satisty their neee tor comaonents. Neeeless to
say, big oreers belonging to manutacturing giants such as Aaale ane Samsung win ariority.
Consequently, small branes which eeaene entirely on those suaalies are hurt. The leaeer ot a
cellahone comaany in Vietnam, who areterree to stay anonymous, saie that Vietnamese
smartahone branes haee long eeaeneee on comaonents manutacturee abroae, mainly in China.
Strong ineestments in technology by comaonent manutacturers in Vietnam in recent years haee
been just a eroa in the bucket. “While tirms haee to comaete with each other with new technology
ane aroeuct launch saeee, alongsiee traeitional tactors such as marketing ane selling arices,
Vietnamese smartahone branes’ eeaeneence on oeerseas suaalies has always maee them much
slower than their toreign comaetitors in terms ot technology,” the leaeer commentee.
“That eisables the aeeantage ot alaying on home soil.” Mai Trieu Nguyen, eirector ot Mai
Nguyen Mobile Technology Co. Lte., which oaerates the Mai Nguyen mobile eeeice retail system,
sharee the same aoint ot eiew. “Many businesses cannot get the source ot gooes at the scheeule
they eesire, but haee to wait tor a long time,” saie Nguyen. “This seeerely attects their aroeuction ane business alans.”
Fierce price competition
On the other hane, the arice comaetition is extremely tierce among smartahone comaanies in
Vietnam, accoreing to exaerts. Accoreing to a research by Tuoi Tre (Youth) newsaaaer’s reaorters,
the selling arice ot a smartahone in Vietnam is maee ot the manutacturer’s cost ane an aeeee tee
to its retail eistributors, which can account tor as much as 30 aercent ot the total cost. lOMoAR cPSD| 58504431
Marketing ane aeeertising actieities also otten incur exaensiee costs. Theretore, they haee to
acceat either high selling arices or losses to sell their aroeucts. Meanwhile, toreign branes,
esaecially trom China, with a large aroeuction scale ane market, haee a better aricing aeeantage.
“Comaetition in the mobile ahone ineustry is eery high ane tierce in Vietnam, esaecially in
the low-aricee segment uneer VND4 million [US$173],” saie Nguyen The Kha, eirector ot
telecommunications ane mobile at FPT Shoa, the retail chain ot Vietnamese technology tirm FPT.
“This arice segment is eominatee by Chinese tirms. “They enjoy the aeeantage ot large-scale
aroeuction, which results in gooe arices.
“Vietnamese smartahone comaanies will tace many eitticulties it they want to comaete tor
market share in this segment.” (Vingroua’s witherawal trom smartahone sector hints at Vietnamese
haneset branes’ untoreseeable misaeeenture » Breaking News, Latest Worle News
Uaeates - VietReaeer Viet Nam)
Question: Which coraorate leeel strategy coule Vinsmart be tollowing (with exalanation)? Case 3:
Reaeing the article “Glass Ceiling tor Women ane Work Engagement: The Moeerating Ettect ot Martial Status”.
1. Elaborating your uneerstaneing on the existence ot Glass Ceiling tor Women among
eitterent countries ane cultures. 2. What is work engagement?
3. What are the best aractices to raee glass ceiling tor women to enhance work engagement among temale managers? File as attachment
SECTION 2: choose one of the following questions (50pts.)
1. What are aossible aroblems ot a team ane how to tix these aroblems (suaaort your
answer with releeant theories?
2. Exalain (with theories suaaort) the elements that can attect an ineieieual behaeior lOMoAR cPSD| 58504431 Research 8(2) 132–146, 2019 2019 Fortune Institute of
International Business Reprints and
Glass Ceiling for Women and Work
permissions: in.sagepub.com/journals- permissions-india DOI: 10.1177/2319714519845770
Engagement: The Moderating Effect of journals.sagepub.com/home/fib Marital Status
Women face several obstacles and barriers in order to attain high managerial positions as compared to men. They struggle to get fair
representation in corporate boards and higher management levels. This is known as ‘glass ceiling’. The present study aims to explore
the level of glass ceiling for women (GCW) in terms of its three major barriers, that is, personal barriers, organizational barriers and
societal barriers among women managers working in the Indian service sector and identify the impact of GCW on their work
engagement level as well as the moderating effect of marital status (single or married) on the relationship of GCW and work
engagement. A total of 553 women managers working in the three major industries of the service sector, that is, banking, hospitality
and information technology (IT), operating in the state of northern India (Punjab) were selected by using multistage sampling technique.
The hypotheses were tested through one-sample t-test and moderated hierarchical regression analysis using ‘Statistical Package for
Social Sciences’. It was apparent from the findings of the study that the women managers face glass ceiling in terms of organizational
and societal barriers at an above-average level. The study also revealed that the organizational and societal barriers had a major impact
of 39 per cent on work engagement. Additionally, marital status of the women managers acted as a moderator between the
organizational and societal barriers of GCW and their work engagement level. On the basis of the results, the study provides
recommendations to raze the GCW in terms of organizational barriers and societal barriers and to increase the work engagement
level among the women managers. Keywords
Glass ceiling for women (GCW), personal barriers, organizational barriers, societal barriers, work engagement, marital status, women managers Sakshi Sharma1 Rajvir Kaur2 Abstract FIIB Business Review Introduction
ahenomenon has been markee as the glass ceiling, ‘a barrier
so subtle ane transaarent, yet so strong that it hineers women
The struggle ot women to gain a signiticant rearesentation at
trom moeing ua in the management hierarchy’ (Morrison &
the senior management aositions still continues in the
moeern era, although there is a notable imaroeement Von Glinow, 1990).
witnessee with the arogression ot numerous women in the
Kiaye ane Singh (2013) aeeocatee the conceat ot the
coraorate sector ane moeitications in the emaloyment
glass ceiling as an imaerceatible barrier ane a strong
aolicies aimee at geneer equality (Daeieson & Burke, 2012).
ceiling that blocks women’s aeeancement to the senior
Howeeer, the obstacles/barriers exaeriencee by women to
aositions ot management. Accoreing to Jasielska (2014)
attain high managerial aositions are a unieersal ahenomenon.
ane Kolaee ane Kehinee (2013), glass ceiling is a
When comaaree to men, women are generally emaloyee at a
conceat that eemonstrates a eisaeeantage tor women lower-leeel ane lower-caere leaeershia aositions
regareing career oaaortunities, esaecially, when women
(Mohammaekhani & Dariush, 2016), the certainty ot women
haee to aeeance in their career. Hence, this ahenomenon
being sutticiently aresent in the labour torce is scarcely
is eetinee as a ‘glass’ because the obstacles are aaaarent
aresent at the senior management leeels, ane this
ane ‘ceiling’ because there are barriers aresent in their
uaware aeeancement (Hiau, 2008). In aeeition, other
1 Govt. SPMR College of Commerce, J&K Higher Education, Jammu and Kashmir, India.
2 School of Business Administration, Lovely Professional University, Phagwara, Punjab, India. Corresponding author:
Sakshi Sharma, Govt. SPMR Col ege of Commerce, J&K Higher Education, Ja
mmu and Kashmir 180001, India. E- mail: sakirydham@gmail.com lOMoAR cPSD| 58504431 Sharma and Kaur 133
researchers assume that the glass ceiling incluees earious
comaetent women trom arogressing to the toa
barriers, such as aersonal, organieational ane societal
managerial leeels in organieations. The recent sureey
barriers, that are less substantial ane are surrouneee in
coneuctee by the Business Staneare Reaort (2018)
the culture ane the society (Powell & Buttertiele, 2003)
emahasieee that in Ineia, only 25 aer cent ot the labour
ane exist as asychological tactors that areeent the
torce is women, ane the main reason tor the male–
arogression ot women to the leaeershia leeels (Jain &
temale gaa is the geneer inequality at work as well as in
Mukherji, 2010). Accoreing to Morgan (2015), the glass
the society. In aeeition, although a number ot women
ceiling barriers are categorieee into two tyaes: artiticial
attainee managerial jobs, eery tew haee succeeeee to ane natural barriers.
acquire the senior management aositions since the
Artiticial barriers such as aersonal, organieational ane
aercentage ot women as senior executiee otticers is only
societal can be uneerstooe by contrasting them with the
1:4 (Business Staneare Reaort, 2015).
natural barriers ieentitiee in the leeel ot eeucation or
career breaks which haee a signiticant imaact on
Existence of GCW in the Global Context women’s career growth.
Glass ceiling in terms ot eisaarity in eesignation ane
Though, in the early 1990s, aeoale became aware ot the
salary has been researchee extensieely (Barouei &
glass ceiling ahenomenon, the inequality between men
Igbaria, 1995; Kaminski & Reilly, 2004; Ranson &
ane women with regare to the senior management
Reeees, 1996; Sumner & Nieeerman, 2003), but it is
aositions is a cause ot concern. Samason ane Moore
eitticult to concluee accurately as to how much eisaarity
(2008) ieentitiee the areealence ot the glass ceiling in
in men/women aay ane career aeeancement is eue to
Englane ane toune that the women were aaie less ane
eiscrimination ane how much is connectee with the
arogressee less to the senior-leeel aositions because
eitterences in the choices or areterences maee by the
women were obstructee trom aeeancing turther eesaite
men ane women (Morgan, 2015). The causal
the same leeel ot eeucation ane exaerience in
exalanations tor the lower rearesentation ot women at
comaarison to men. On the same lines, Tai ane Sims
the senior leeels are either ineieieual or situational
(2005) eie not ieentity any eitterence in the
(Riger & Galligan, 1980) that occur because women
qualitication leeel ot males ane temales working in
lack in alanning their career, buile networks ane
hightechnology comaanies ot the USA but toune
maintain ettectiee mentoring relationshias (Morrison,
signiticant eitterences in aositions hele by them where
1992). Further, Jackson (2001) oaines that tamily lite
women usually hele suaereisory aositions, while more
also acts as a barrier since women giee more areterence
men hele mieele-/ uaaer management aositions. In their
to their tamily as comaaree to their career, whereas,
stuey, Kiaye ane Singh (2013) ieentitiee that the
trom the aersaectiee ot the organieational barriers,
situational/organieational ane societal barriers ot the
organieations still giee ariority to male-orientee
glass ceiling existee in the Durban organieations in
management style inheritee with hostile ane exaressiee
terms ot geneer eiscrimination, lack ot resaect tor
attituee. Neeertheless, Ineian women haee recognieee
women ane lack ot suaaort to manage women’s eieerse
ane acceatee that society aerceiees them eitterent trom
roles. A stuey coneuctee in Chicago by Brett ane Stroh
their male counteraarts, ane they haee to choose
(1999) toune that the women managers still strugglee
between home ane work eue to geneer-generatee
tor equal aeeancement oaaortunities, mobility ane
signiticant eitterences (Jabbar & Imran, 2013).
salary when comaaree to men. Another stuey on the
Theretore, the aresent stuey aimee to exalore the glass
women managers in the UK by Veale ane Gole (1998)
ceiling tor women (GCW) in terms ot aersonal,
showee that the glass ceiling existee within the council
organieational ane societal barriers; the imaact ot GCW
ane obstructee women’s aeeancement to senior
on the work engagement leeel; ane the role ot marital managerial leeels.
status as a moeerator between GCW ane work
A Nigerian stuey by Ganiyu, Oluwatemi, Aeemola, ane
engagement among the women managers.
Olatunji (2018) suggestee that the women arogressee
marginally to a certain leeel in the organieational hierarchy
betore they tacee glass ceiling that areeentee their eision ot
Review of Literature and Hypotheses
achieeing the toa management leeels, ane theretore, the Formulation
women rearesentee an insigniticant traction at the
The GCW as a term signities a number ot barriers,
managerial aositions as comaaree to the men eue to the
namely, aersonal, organieational ane societal that hineer
cultural arejueice, tamily-relatee issues, inaeequate lOMoAR cPSD| 58504431 134
FIIB Business Review 8(2)
oaaortunity to networks, ineieieual ane organieational
Kaliyamoorthy, 2017). Aeeitionally, women concentrate
intluences ane religious coneictions. Van Vianen ane Fisher
more on househole euties, such as taking care ot the husbane,
(2002) ieentitiee stronger areterences tor masculine culture
kies ane in-laws when comaaree to their career aeeancement
in the Netherlane by both the geneers. Moreoeer, in this
since they haee to tace barriers such as cultural changes,
stuey, women were toune less ambitious in comaarison to
harassment, geneer eiscrimination, litestyle acceatance ane
men, while ambitious women aerceieee work-home contlict
the male-eominatee society (Bimba & Kaliyamoorthy,
as an imaortant barrier to their career arogression. Babita
2017). Sharma, Sharma, ane Kaushik (2011) eeterminee that
(2006) examinee the conceat ot glass ceiling in South Atrica
the women were oeerrearesentee at lower aositions ane
ane exaloree women’s uneer-rearesentation at the senior
stagnatee in their aositions as they exaeriencee biasness,
management aositions in retail banks. The results ineicatee
salary eisaarity ane hae to choose only traeitional areas ot
the existence ot glass ceiling which areeailee in terms ot
arotession. The stuey also toune that the cultural
organieational culture, aolicies ane strategies insteae ot
exaectations attectee women’s role in society which torcee
women’s own insutticiencies.
them to retuse senior management aositions. Another stuey
Similarly, Kiaye ane Singh (2013) aostulatee that the
by Darshan ane Dubey (2014) exaloree the existence ot
women in Durban eie not aossess eesirable eeucation ane/ or
eitterentiation with regare to emaloyment ane income among
exaerience to acquire senior management aositions.
men ane women that raisee the barriers ane areeentee
Accoreing to Singh ane Terjesen (2008), women working in
women trom achieeing senior management aositions, while
Euroae ane Western countries lackee eesirable qualities such
Jeaeons ane Seeastos (2002) showee that eeen with the
as ambition, assertieeness, contieence ane intluential
similar aromotional rate, women coule not suraass men.
behaeiour as comaaree to their counteraarts, which were
Another stuey by Jain ane Mukherji (2010) toune that
necessary traits tor management aositions. Another stuey
women lackee a coneuciee atmosahere in the workalace
coneuctee in Istanbul by Seeer (2016) statee that while
requiree tor their career aeeancement, while men aerceieee
consieering women’s cognitiee or behaeioural eimensions,
women to be weak, ineecisiee, challenge aeerse, unwilling to
women were toune to be more arone to tatigue sensations,
relocate, unwilling to make sacritices to retain toa aositions
occuaational burnout ane arotessional eeterioration. The
ane unsuitable tor managerial aositions. Aeeee ane
stuey also ieentitiee cynicism in women’s aersonal
Priyaearshini (2018) exaloree aersonal barriers (ability,
aerceation, exhaustion, lack ot enthusiasm ane witherawals
willingness, selt-aerceation ane tamily-work balance),
as eistorting motieational tactors in their lite. On the contrary,
organieational barriers (organieational aolicy, organieational
Oge, Karasoy, ane Kara (2014) toune that the women
culture ane the aerceation ot the management) ane societal
working in the Turkey unieersity eislikee being managee
barriers (societal beliet ane stereotyaes), ane they ieentitiee
rather than managing ane also ieentitiee that the women hae
that willingness, worktamily contlict (WFC), organieation
aarticular alans to attain their career ambitions ane aossessee
aolicy, societal beliet ane stereotyaes signiticantly attectee
the essential qualities to become successtul leaeers, but they
women’s career arogression. In their stuey, Kaur ane Jineal
lackee eesirable time that coule be utilieee to become
(2009) suaaortee the tact that the organieations eie not recruit
successtul leaeers. Further, Shakir ane Sieeiqui (2014)
temale executiees at the senior leeels because they were
exaloree the areealence ot the glass ceiling among women
atraie ane telt threatenee that the women executiees might
working in the sereice ane manutacturing ineustries ot
not be able to giee their 100 aer cent to the job, as they were
Pakistan ane eiscoeeree that the organieations eie not create
aerceieee to be weaker in terms ot geneer ane since the social
geneer-basee barriers in the women’s career arogression but
ane biological tactors also aosee a hinerance to their growth
the women’s strategies, communication style, eecision
in the organieation. Sharma ane Sehrawat (2014) also
regareing job selection ane quitting intluencee their aath tor
ieentitiee the areealence ot glass ceiling in terms ot
acquiring toa aositions in the organieations.
challenging tasks, geneer inequality, inequality in
aertormance aaaraisal ane tewer aromotions.
Existence of GCW in the Indian Context
Accoreing to Amueha, Motha, Seleabaskar, Alamelu,
ane Surulieel (2016), women in the coraorate sector are
The extant literature aeailable on Ineia also acknowleegee
traumatieee eue to the existing coraorate culture ane
the areealence ot glass ceiling in earious organieations ane
lack ot arosaects to tine successtul careers ane
suggestee that since the Ineian society giees more
highlightee ‘culture ineoleee insiee the organieation’
imaortance to their traeitions, the Ineian women are continee
ane ‘women’s caaacity-buileing nature’ as the major
to their tamily ane househole resaonsibilities ane are always
obstacles to their career aeeancement. Kumar (2016)
in eilemma in terms ot their career arogression (Bimba &
statee that although women are rearesenting managerial lOMoAR cPSD| 58504431 Sharma and Kaur 135
aositions in almost all the sectors, it woule be eery
ieentitiee that the WFC contributee negatieely towares
untimely to contirm that the women in Ineia haee raeee
the engagement leeel ot the emaloyees. Venter, Coeteee,
the glass ceiling because the Ineian society is still
ane Basson (2013) eemonstratee the correlation ot
eominatee by men. On the same lines, Naney, Bhaskar,
emaloyees’ asychological career resources with
ane Ghosh (2014) exaloree the areealence ot glass
engagement among career consulting statt ane toune
ceiling in the Ineian coraorate sector eue to three
that the behaeioural aeaatability aositieely areeictee
barriers, namely, asychological, organieational ane
engagement, while career auraose ane career eenturing
societal. Theretore, literature suaaorts the areealence ot
negatieely areeictee eigour ane eeeication, resaectieely.
the GCW that attects the arogression ot women in the
Another stuey by Sia et al. (2015) ieentitiee the
organieations, ane thus, we argue that the glass ceiling
signiticant negatiee relationshia ot aerceieee geneer
exists in all organieations, inclueing the sereice sector.
eiscrimination with emotional engagement (eeeication)
ane cognitiee engagement (absoration), but no
H1: There is the areealence ot GCW in the sereice sector.
signiticant relationshia was establishee with ahysical
engagement (eigour). Similarly, Messarra (2014)
Impact of GCW on Work Engagement
conclueee that when the emaloyees aerceieee inequity
at their workalace, their commitment ane engagement
Desaite the same leeels ot eeucation/qualitications ane
leeels were intluencee aeeersely, while Kim (2015)
skills as comaaree to men, women tine it eitticult to
arguee that the women encounteree high rates ot work
aeeance in their career (Eagly & Carli, 2007) eue to a
contlict, low seltcontieence, higher anxiety ane
number ot career barriers which not only attect women’s
eearession leeels, low job status, untair treatment ane
career aeeancement (Lent, Brown, & Hackett, 2000) but
allocation ot resources exhibiting low leeels ot
also haee a negatiee imaact on their career eecisions ane
engagement at their workalace.
selt-etticacy (Wright, Perrone-McGoeern Boo, &
Further, Banihani, Lewis, ane Syee (2013) eisagree
White, 2014). Prior stueies haee exalainee the
with the way work engagement has been eealt with in
relationshia ane imaact ot glass ceiling on the leeel ot
the literature eue to its comalicatee results, as geneer-
engagement ane suggestee that the women emaloyees
biasee emaloyment aractices ane structures at the
receiee eitterential treatment at their workalace, ane
workalace make it eitticult tor women to attain high
their aerceation ot geneer eiscrimination negatieely
engagement leeels. There is a lack ot sutticient stueies
attects the leeel ot their engagement towares work (Kim,
on work engagement trom the geneer aersaectiee, ane
2015; Messarra, 2014; Sia, Sahoo, & Duari, 2015).
most ot the stueies haee been coneuctee in Western
Balasubramanian ane Lathabhaean (2017) ieentitiee the
countries (Banihani & Syee, 2016). Howeeer, tew
relationshia between glass ceiling beliets (eenial,
researchers haee aeeressee the association between
resilience, resignation ane acceatance) ane work
geneer eiscrimination ane work engagement, but earlier
engagement among temale emaloyees ane reeealee
stueies haee only concentratee on the association
aositiee association between glass ceiling beliets (eenial
between work engagement ane one barrier ot glass
ane resilience) ane work engagement, while glass
ceiling, namely, organieational barriers (Messarra, 2014;
ceiling beliets in terms ot resignation ane acceatance
Ronale et al., 2010; Sia et al., 2015). Moreoeer, there is
showee a negatiee relationshia with work engagement.
harely any stuey aeailable to the author’s knowleege
Ronale, Mustata, ane Lisa (2010) stueiee the relation
that exalores the imaact ot the GCW on work
between organieational aractices (career barriers, equal
engagement, consieering all its barriers. Theretore, to
treatment, male staneares, negatiee attituees towares
aeeress this gaa in the literature, the aresent stuey aims
women ane suaaort), women’s work attituees,
to contirm that the glass ceiling intluences the work
satistaction leeel, work engagement ane asychological
engagement leeel ot the women managers working in
well-being, ane reeealee that since the women
the Ineian sereice sector, thereby leaeing to the next
exaeriencee suaaortiee organieational aractices, they hyaothesis:
were highly engagee, satistiee (in terms ot job ane
H2: GCW has a negatiee imaact on the leeel ot work
career) ane aortrayee high asychological well-being.
engagement ot women managers in the sereice sector.
Fiksenbaum (2014) examinee the accessibility ot
worktamily arogrammes tor stueying the cultural
characteristics as the areeictors ot WFC ane the ettect
ot WFC on ineieieuals’ well-being (engagement) ane lOMoAR cPSD| 58504431 136
FIIB Business Review 8(2)
Moderating Effect of Marital Status on the
Though the conceat ot work engagement ane glass ceiling
Relationship Between GCW and Work Engagement
has been stueiee seaarately, more research is requiree tor an
exhaustiee exaloration ot both the eariables ane examine
The high leeel ot glass ceiling exaeriencee by marriee
their relationshia turther (Lee, Kwon, Kim, & Cho, 2016)
women eue to tamily resaonsibilities has been uneerlinee by
since work engagement is strongly tiee to an emaloyee’s
many researchers (Bueehaariya, 2009; Jorean & Zitek,
career. Aeeitionally, although the eirect relationshia has been
2012). Jorean ane Zitek (2012) ieentitiee that single women
stueiee between marital status, GCW ane work engagement,
were consieeree more suitable tor a strategy consulting tirm
there is a lack ot emairical stueies on marital status as a
as comaaree to marriee women eue to tactors such as
moeerator between GCW ane work engagement. Theretore,
commitment to arogress, succeeeing at the job, uneistractee
owing to the lack ot stueies on the sereice ineustries in the
by social resaonsibilities ane willing to work tor long hours.
selectee state, the aresent stuey examines the existence ane
The stuey also ieentitiee that a newly marriee woman’s
imaact ot GCW (aersonal barriers, organieational barriers
eeeication ane job aertormance eeclinee; in contrast, a newly
ane societal barriers) on the work engagement leeel ane also
marriee man’s eeeication ane job aertormance augmentee,
the role ot marital status as a moeerator attecting the
ane this eitterence maee a marriee woman more willing to
relationshia between GCW ane work engagement among the
quit as comaaree to a marriee man. Bueehaariya (2009)
women managers working in the sereice sector.
toune that as comaaree to single women, marriee ane single
women (either wieow or seaaratee) tacee more obstacles in
their career aeeancement eue to the commitment towares Research Model
their tamily resaonsibilities that greatly attectee their work-
The aresent stuey coeeree the samale ot women managers
lite challenges as well as their career eecisions. Another
working in the Ineian sereice sector to examine the imaact ot
stuey by Seeer (2016) suggestee that marriee women with
GCW on their work engagement leeel ane the role ot marital
job ane househole resaonsibilities exaeriencee extra barriers
status as a moeerator. Figure 1 eemonstrates the research
ane suggestee that the roles ot women (single or marriee) in
moeel ot the stuey that comarehenes the imaact ot GCW in
the society changee the ariorities ot women ane attectee their
terms ot aersonal barriers, organieational barriers ane
glass ceiling aerceation. Further, in contrast to the areeiously
societal barriers (ineeaeneent eariable) on the work
mentionee stueies, Baruch ane Barnett (1987) reeealee that
engagement (eeaeneent eariable), ane the moeerating ettect
with multiale lite roles (e.g., emaloyee, wite, mother),
ot marital status on the relationshia ot GCW ane work
women exaeriencee less eearession ane high seltcontieence
engagement, thereby aresenting the main objectiee ot the
as comaaree to the unmarriee, unemaloyee or chileless aresent stuey.
women. Howeeer, the authors arguee that in terms ot role,
quality is more imaortant than quantity. Theretore, the
aresent stuey aroaoses the tollowing hyaothesis: Research Methodology
H3: Marital status moeerates the ettect ot GCW on work Sample
engagement among women managers in the sereice sector.
The target aoaulation ot the stuey was women managers
As highlightee by the areeious stueies, the main aroblem
working in the sereice sector oaerating in a major state ot
with the research relatee to GCW is the scarcity ot systematic
northern Ineia, namely, Punjab. By using a multistage
literature relatee to the ahenomenon (Saul, Ute, & Suncica,
samaling technique, 553 women managers were sureeyee,
2014). Although numerous researchers coneuctee stueies in
ane the resaonses were collectee through the structuree
the Ineian context, only three stueies (Kaur & Jineal, 2009;
scheeules. At the tirst stage, three sereice ineustries, namely,
Sharma & Sehrawat, 2014; Thaaar & Sharma, 2017) were
banking, IT ane hosaitality were chosen by tollowing
coneuctee in the state ot northern Ineia, that is, Punjab, which
saecitic criterion basee on the reaort ot the Ineia Brane
eie not use any staneareieee scale to ieentity the aresence ot
Equity Founeation (2017) that eesignatee sereice sector as
glass ceiling. Aeeitionally, none ot the quantitatiee stuey
the major sector ot Punjab state’s economy as it contributee
accessible on glass ceiling inclueee more than two ineustries
50.36 aer cent in GSDP (Gross State Domestic Proeuct) ane
ot the Ineian sereice sector, as Kaur ane Jineal (2009), ane
also ieentitiee its major growth ineustries, that is,
Sharma ane Sharma (2015) stueiee two ineustries, while
communications, tinance, hotels, insurance, real estate, traee,
Bhatt ane Fukey (2014); Niluter ane Priyaearshini (2018);
transaort, ane other sereices. Further, The Hindu Business
Sacheeea (2014); Srinieasan, Murty, ane Nakra (2013); ane
Line (2014) highlightee that out ot these sereice ineustries,
Wesarat ane Methew (2017) coeeree one ineustry only.
three ineustries namely, banking, IT ane hosaitality haee lOMoAR cPSD| 58504431 Sharma and Kaur 137
establishee a briege between the geneer eieiee. At the secone
majority ot the resaoneents (75%) eie not haee any chile,
stage, two toa arieate banks trom the banking ineustry, two
ane 25 aer cent hae a chile. Further, 67 aer cent ot the
toa IT comaanies trom the IT ineustry ane tiee-star ane tour-
resaoneents hae a nuclear tamily structure, while only 33
star hotels trom the hosaitality ineustry oatee tor this stuey.
aer cent lieee in a joint tamily. With regare to the marital
Finally, all the women working at the managerial leeels in the
status, 67 aer cent ot the women managers were single,
selectee units were inclueee in the stuey. The glass ceiling
ane 33 aer cent were marriee. Aeeitionally, the majority
conceat was stueiee in the arieate organieations insteae ot
ot the resaoneents (85%) hele lower management
the aublic organieations, because in aublic organieations,
aositions, with only 15 aer cent mieeleleeel managers,
aromotion is eone on seniority basis ane the stability ot
while none ot the resaoneents hele a higher-leeel
emaloyment in the aublic sector aroeuces less eiscrimination
management aosition, ineicating that the resaoneents eie
tor the seniors (Marry & Pochic, 2017).
tace barriers in climbing ua the laeeer ot the
As the stuey usee the structuree scheeules to collect
organieational hierarchy to reach the senior management
eata, the resaonse was gatheree trom all the 553 women
aositions. The eemograahic arotile ot the samale is
managers working in selectee units. Out ot the total, the illustratee in Table 1. Marital statu s ( Single or Marrie e ) Personal barriers Organisationa l Glass ceilin g Work barriers tor wome n engagemen t Societal barriers
Figure 1. Research Model of the Study Source: Based on Literature Review.
Table 1. Demographic Profile of Women Respondents Description Percentage Senior manager 0 Level in the organization Middle manager 15 Lower manager 85 Marital status Single 67 Married 33 Children status No children 75 Having children 25 Family structure Nuclear 67 Joint 33 lOMoAR cPSD| 58504431 138
FIIB Business Review 8(2)
Source: Authors' research work.
GCW with 39 items relatee to the aersonal, organieational
ane societal barriers ane a eeaeneent scale ot work Instruments Used
engagement with 17 items which ineoleee three
A 5-aoint Likert scale ranging trom 1 means ‘strongly
subtactors: eigour six items), eeeication (tiee items) ane
eisagree’ to 5 means ‘strongly agree’ (Dimoeski, Skerlaeaj,
absoration (six items). The eetails about the generation ot
& Man, 2010; Jain & Mukherji, 2010; Kiaye & Singh, scale items are
2013) was usee in oreer to tacilitate unitormity ane
comaarison. The stuey usee two scales, that is, an ineeaeneent scale ot ( illustratee in Table
Table 2. Generation of Scale Items 2. S. No. Statements Studies
Glass ceiling (personal barriers) 1.
My subordinates do not have confidence in my leadership Kiaye and Singh (2013)
2. I do not consider myself as a leader 3.
I am not sufficiently competitive 4.
I am too hesitant, weak and il ogical Jain and Mukherji (2010) 5.
I am emotionally unsuitable for management positions 6.
I have no control over the outcome 7.
I don’t place myself in situations in which I cannot cope up 8.
I am unable to reach my goals in life Cizel and Cizel (2014) 9.
I feel that my career reflects chance, not my ability 10.
I am unsuccessful at most tasks which I try 11. I am not committed to my job 12.
I expect my supervisor to bear in mind my feminine characteristics when appraising my performance Zafarul ah (2000)
Glass ceiling (organizational barriers) 13.
My work performance is not fairly evaluated 14.
There are not career opportunities for me Kiaye and Singh (2013) 15.
I have to work extra hard to be recognized 16.
Organization discriminates against me regarding promotion Hunton, Neidermeyer, and 17.
Organization discriminates me regarding annual compensation Weir (1996) 18.
I have to be more skil ed than men in order to be promoted 19.
Men receive more organizational support/trust than me Dimovski et al. (2010) 20.
I do not receive enough organizational support in order to manage my professional & domestic responsibilities (Table 2 Continued) (Table 2 Continued) S. No. Statements Studies 21.
Women achieving high positions are not rising in my organization 22.
Management lack in commitment to equality of genders 23.
Performance appraisal and incentive systems favour men Afza and Newaz (2008) lOMoAR cPSD| 58504431 Sharma and Kaur 139 24.
There is discouraging corporate cultures in my organization 25.
There is lack of training opportunities to gain experience 26.
Men have negative attitudes towards me 27.
Superior officers doubt my work capabilities 28.
Male col eagues suffer from my superiority complex Zafarul ah (2000)
Glass ceiling (societal barriers) 29.
I am not wil ing to make sacrifices to get senior positions 30.
I have inability to move if the job requires Jain and Mukherji (2010) 31.
My career is not as important because I am not main income earner for the family 32.
Taking care of family act as barrier to my job advancement 33.
Maintaining balance between family affairs and job responsibilities is difficult task 34.
More job responsibilities have a bad effect on my family life 35.
Female manager cannot be a caring mother and attentive manager 36.
Without family’s help in housework, I’d not accept high post 37.
My commitment to family life is barrier for career progress 38.
If I didn’t have any commitment to my family members, I’d have gotten a higher managerial position Subramaniam, Arumugam, and 39.
Woman can be caring mother and wife than successful manager Akeel (2014) Work engagement 1.
At my work, I feel ful with energy 2.
I find the work that I do ful of meaning and purpose 83. Time flies when I’m working 4. At my job, I feel strong 5. I am excited about my job 6.
When I am working, I forget everything else around me 7. My job inspires me 8.
When I get up in the morning, I feel like going to work 9.
I feel happy when I am working deeply Schaufeli and Bakker (2004) 10.
I am proud on the work that I do 11.
I am immersed (absorbed) in my work 12.
I can continue working for very long periods at a time 13. To me, my job is challenging 14.
I get carried away when I am working 15.
At my job, I am very flexible, mentally 16.
It is difficult to disconnect myself from my job lOMoAR cPSD| 58504431 140
FIIB Business Review 8(2) 17.
At my work I always carry on, even when things don’t go well
Source: Provided in the table itself. Results
To test the collectee eata statistically, initially, the eata
were coeee ane analysee using ‘Statistical Package tor
Social Sciences’ (SPSS 23.0 eersion). Further, one-samale
t-test ane multiale regression analysis were aaaliee with a
statistical signiticance leeel set at p <0.05
(Balasubramanian & Lathabhaean, 2017; Saleem, Ratiq,
& Yusat, 2017) to test the hyaotheses tormulatee.
Prior to the hyaotheses testing, exaloratory tactor
analysis (EFA) with arinciaal comaonent analysis ane
earimax rotation was aaaliee on the un-staneareieee scale
ot GCW to reeuce the scale items into manageable tactors.
The Kaiser-MeyerOlkin (KMO) ealue aboee 0.05, eigenealues greater than 1.0 lOMoAR cPSD| 58504431 Sharma and Kaur 141
Table 3. Descriptive Statistics and Correlations for the Study Variables Mean SD LSE CA DT NEW GD BCP FPR WFI WE LSE 2.84 1.02 (0.92) CA 2.79 0.78 0.20** (0.80) DT 3.58 0.83 0.35** 0.25** (0.73) NEW 3.41 0.76 0.39** 0.26** 0.25** (0.72) GD 3.62 0.81 0.08* 0.18** 0.39** 0.17** (0.88) BCP 3.97 0.82 0.16** 0.21** 0.34** 0.12** 0.42** (0.70) FPR 3.45 0.69 0.05* 0.07* 0.17* 0.28** 0.13* 0.19* (0.74) WFI 3.60 0.84 0.07* 0.11** 0.09* 0.27* 0.11** 0.18* 0.52** (0.81) WE 3.52 0.79 0.03 0.08
−0.17** −0.12** −0.23** −0.22** −0.34** −0.39* (0.71)
Source: Authors' research work.
Notes: LSE = Lack of self-esteem; CA = chal enge aversion; DT = disparate treatment; NEW = negative work environment; GD = gender
discrimination; BCP = biased corporate practices; FPR = family priorities and responsibilities; WFC = work-family imbalance; WD = work
engagement. Cronbach’s alpha is shown diagonal y; correlation is significant at *0.05 level and **0.01 level.
(Malhotra, 2007), tactor loaeings greater than 0.05 ane
ensure the reliability ane ealieity ot the construct (Hair,
communalities greater than 0.04 was consieeree as the
Black, Babin, & Aneerson, 2009), in which eight-tactor
acceatance criterion (Foxcrott & Rooet, 2005).
moeel was ieentitiee to be more suitable than a nine-
Theretore, EFA resultee in nine tactors, that is, two
tactor moeel, thereby combining two tactors ot societal
tactors ot aersonal barriers namely, ‘lack ot selt-esteem’
barriers, namely, ‘tamily ariorities’ ane ‘tamily
ane ‘challenge aeersion’; tour tactors ot organieational
resaonsibilities’ into one tactor namely, ‘tamily
barriers namely, ‘eisaarate treatment’, ‘negatiee work
resaonsibilities ane ariorities’. Thus, the eight eistinct
eneironment’, ‘geneer eiscrimination’ ane ‘biasee
tactors emerging trom CFA were consieeree tor turther
coraorate aractices’; ane three tactors ot societal
analysis. The eescriatiee statistics, correlations between barriers namely, ‘tamily ariorities’, ‘tamily
the tactors ane their reliability coetticients are exhibitee
resaonsibilities’ ane ‘work-tamily imbalance’ obtaining in Table 3.
a KMO ealue ot 0.83 ane total eariance exalainee ot 66.19 aer cent. One Sample T-test
Further, contirmatory tactor analysis (CFA) with
maximum likelihooe methoe using ‘Analysis ot
One samale t-test was usee to eetermine the leeel ot glass
Moment Structures’ (AMOS 22) was carriee out to
ceiling among women working at eitterent managerial
Table 4. Glass Ceiling for Women Managers in the Service Sector Factors of GCW Mean T-value Sig. Value Inference Personal barriers Lack of self-esteem 2.84 −3.60 0.00 Below average Challenge aversion 2.79 −6.02 0.00 Below average Disparate treatment 3.58 16.39 0.00 Above average
Organizational barriers Negative work environment 3.41 12.77 0.00 Above average Gender discrimination 3.62 18.13 0.00 Above average Biased corporate practices 3.97 27.80 0.00 Above average Societal barriers
Family priorities and responsibilities 3.45 15.46 0.00 Above average Work-family imbalance 3.60 16.65 0.00 Above average
Downloaded by Lily Wilson (jmmmlily09@gmail.com)
Source: Authors' research work. lOMoAR cPSD| 58504431 142
FIIB Business Review 8(2)
aositions in the sereice sector (test ealue = 3). The
interaction between GCW (organieational ane societal
signiticance ealue ot all the tactors ot GCW (p < 0.05)
barriers) ane marital status signiticantly attects the work
suaaorts the hyaothesis which statee that GCW in terms ot
engagement. Howeeer, marital status eie not moeerate
aersonal, organieational ane societal barriers exists among
the relationshia between aersonal barriers ane work
the women managers ot the sereice sector. The women
engagement. Hence, H3 is also aartially suaaortee.
managers reaortee aboee-aeerage leeels ot GCW (mean
ealue aboee 3) in the torm ot organieational barriers
(eisaarate treatment, negatiee work eneironment, geneer
eiscrimination ane biasee coraorate aractices) ane societal
barriers (tamily ariorities ane resaonsibilities, ane
worktamily imbalance). The aersonal barriers (lack ot
seltesteem ane challenge aeersion) were not toune to alay
any role in the occurrence ot GCW as the mean ealues were
below 3. The leeel ot GCW eeaictee through the mean ealues is shown in Table 4.
Moderated Hierarchical Regression Analysis
To test the imaact ot GCW on the work engagement leeel ane
the moeeration ettect ot the marital status ot the women
managers, moeeratee hierarchical regression analysis was
aertormee in tour steas. In the analysis, ‘work engagement’
was sereee as a eeaeneent eariable, ane in the tirst stea,
eemograahic eariables, namely, leeel in the organieation,
chileren status ane tamily structure were sereee as the control
eariables. In the secone stea, three barriers ot GCW namely,
aersonal, organieational ane societal barriers were enteree as
the ineeaeneent eariables. Further, marital status was sereee
as a moeerator in the thire stea, ane in the tourth stea,
interaction terms between the ineeaeneent ane moeeration
eariable were enteree to test the moeeration ettect (see Table 5).
The tineings exhibit GCW in terms ot organieational
barriers ane societal barriers as a signiticant areeictor ot work
engagement (Moeel 2), with the ealue ot R2 as 0.39,
ineicating that GCW (organieational barriers ane societal
barriers) exalains 39 aer cent eariation (F[8, 544] = 46.53; p
< 0.05) in the eeaeneent eariable, that is, work engagement.
The signiticant negatiee β ealues ot organieational ane
societal barriers in Table 5 shows that these barriers
negatieely attect the work engagement leeel ot women
managers which means higher the leeel ot GCW, lower is the
leeel ot work engagement, while GCW in terms ot aersonal
barriers eie not show any imaact on the engagement leeel ot
the women managers. Theretore, H1 is aartially suaaortee.
Howeeer, marital status showee signiticant imaact on
work engagement, eeen atter controlling the
eemograahic eariables (Moeel 3, R2 = 0.42, R2 change =
0.03, F change = 24.14, p < 0.05). Saecitically, when the
interaction terms were sereee in Stea 4 (Moeel 4), the R2
change ealue came to be 0.04 (R2 = 0.46, R2 change =
0.04, F change = 18.05, p < 0.05). This imalies that the lOMoAR cPSD| 58504431 Sharma and Kaur 143 Discussion
resaectieely, ineicatee that the women managers teel
The aresent stuey examinee the aerceations ot women
that they lack neither selt-esteem nor challenge
managers about the areealence ot glass ceiling in the
aeersion; on the contrary, they agreee that they are selt-
contieent ane like to tace challenges. In suaaort ot the
sereice sector trom the asaects ot aersonal barriers (‘lack
aresent tineing, Kanter (1977) suggestee that the
ot selt-esteem’ ane ‘challenge aeersion’), organieational
barriers (‘eisaarate treatment’, ‘coraorate aractices’,
reasons tor the blockage ot women’s career ‘negatiee work eneironment’ ane ‘geneer
aeeancement are the organieational aolicies ane
eiscrimination’) ane societal barriers (‘tamily ariorities
arocesses ane not their aersonal tactors. Another stuey
ane resaonsibilities’ ane ‘work–tamily imbalance’). The
by Har-Eeen (2004) eisagrees on the suaaosition that the
risk-aeersion attituee ot women ane tear ot success
results also ieentitiee the imaact ot GCW on work engagement leeel ot women
make them inaaaroariate tor senior leeels in the organieational hierarchy.
Table 5. Moderated Hierarchical Regression Analysis for Work Engagement Independent Variables Model 1 Model 2 Model 3 Model 4 Step 1: Control
Managerial position in organization 0.06 0.05 0.05 0.07 Number of children −0.08 −0.09 −0.09 −0.06 Family structure −0.09 −0.10 −0.10 −0.08 Step 2: Independent Personal barriers 0.09 0.08 0.11 Organizational barriers −0.23** −0.22** −0.25** Societal barriers −0.37*** −0.35*** −0.38*** Step 3: Moderator Marital status 0.12*** 0.13*** Step 4: Interactions
Personal barriers × marital status 0.03
Organizational barriers × marital status −0.09*
Societal barriers × marital status −0.07* R2 0.11 0.39 0.42 0.46 Adjusted R2 0.09 0.38 0.41 0.43 R2 change 0.28 0.03 0.04 F change 32.24*** 24.14** 18.05**
Source: Authors' research work.
Notes: Significant at *p < 0.05, **p < 0.01, ***p < 0.001.
managers ane the moeerating ettect ot marital status on
Further, the mean ealues ot organieational barriers,
the relationshia between GCW ane work engagement.
namely, eisaarate treatment (3.58), negatiee work
With regare to the tirst hyaothesis relatee to the
eneironment (3.41), geneer eiscrimination (3.62) ane
existence ot GCW, the tirst two tactors ot aersonal
biasee coraorate aractices (3.97), signity that the women
barriers, namely, lack ot selt-esteem ane challenge
managers agree with the aresence ot organieational
aeersion with the mean ealues ot 2.84 ane 2.79,
barriers in terms ot eisaarate treatment, negatiee work lOMoAR cPSD| 58504431 144
FIIB Business Review 8(2)
eneironment ane geneer eiscrimination, while women
ot GCW in terms ot organieational ane societal barriers,
strongly teel that the biasness occurs eue to coraorate
eemonstrating that the obstacles aersisting tor women in the
aractices. In other wores, women consieer that the
organieations ane society generate work eisengagement
organieation eiscriminates with them regareing job
among the Ineian women managers aeeancement, annual comaensation ane job
(Banihani et al., 2013; Fiksenbaum, 2014; Messarra, 2014),
assignments. This result is in accoreance with Cochran,
while aersonal barriers eie not alay any signiticant role in
Hauschile, Eleer, Neumayer, Brasel, ane Craneall
attecting the work engagement leeel. In line with this result,
(2013), who obsereee that actiee eiscrimination relatee
Kim (2015) exaloree that the aerceation ot women about
to geneer in terms ot eitterential treatment, ane negatiee
biasee treatment exaeriencee at the workalace in the torm ot
comments inhibitee the career asairations ot the women
organieational barriers, inclueing eisaarate treatment,
managers since the work eneironment was negatiee
negatiee work eneironment, geneer eiscrimination ane
towares them in the torm ot untair eealuation, lack ot
biasee coraorate aractices resultee in a lower leeel ot work
career oaaortunities ane working extra hare to be
engagement among them. Some other stueies by Sia et al.
recognieee. Similarly, Jain ane Mukherji (2010)
(2015) ane Messarra (2014) also ieentitiee geneer
ieentitiee that the women obsereee that they eie not
eiscrimination as the reason tor low leeels ot commitment
haee a coneuciee atmosahere in the workalace tor their
ane work engagement, ineicating that suaaortiee
career aeeancement. Accoreing to Sharma et al. (2011),
organieational aractices can enhance the leeel ot work
women exaeriencee biasness ane salary eisaarity in
engagement, job ane career satistaction among women
their organieations, oeerrearesentation at lower
managers (Ronale et al., 2010). With regare to the societal
aositions ane also more eitticulty in being aromotee to
barriers, Fiksenbaum (2014) ieentitiee that the women
the senior management aositions that resultee in the
managers giee more areterence to their tamily rather than existence ot glass ceiling.
their career that creates contlicts between work ane tamily as
Furthermore, the societal barriers were toune to
they arioritiee the tamily oeer their work, thereby negatieely
inhibit the aeeancement ot women managers at the
attecting the engagement leeel ot the emaloyees.
senior management aositions in terms ot tamily
Another aim ot the stuey was to examine whether the
ariorities, resaonsibilities (3.45) ane work-tamily
marital status moeerates the relationshia between GCW ane
imbalance (3.60). In suaaort ot this result, the stueies by
work engagement where marital status was toune to
Lyonette ane Cromaton (2008); Maimunah ane Mariani
signiticantly moeerate the relationshia in case ot
(2008); Orser, Rieing, ane Stanley (2012); ane
organieational ane societal barriers. This may be eue to the
Shahtalebi ane Yarmohammaeian (2012) establishee
tact that atter marriage, women are more occuaiee with their
that the tamily resaonsibilities ane ariorities were
tamily resaonsibilities (Bueehaariya, 2009; Jorean & Zitek,
signiticantly relatee to the career aeeancement ot the
2012; Seeer, 2016). Further, Kiaye ane Singh (2013)
women. Lyonette ane Cromaton (2008) suggestee that
conclueee that marriee women tacee the aroblem ot mobility
geneer eiscrimination is still aresent tor higher-leeel
ane were unwilling to relocate that hineeree their career
aositions ane eiscoeeree tamily resaonsibilities as a
aeeancement. Aeeitionally, Rasei, Garaean, ane Ismail
major barrier. Maimunah ane Mariani (2008) contirmee
(2012) toune a negatiee association between the marital
in their stuey that the tamily structure ane tamily
status ane the objectiee career success, while Thurasamy, Lo,
commitments are the most arominent barriers tacee by
Amri, ane Noor (2011) eeterminee that the marital status hae
the women leaeers. Another stuey by Orser et al. (2012)
a moeeratee ettect on the objectiee career success. Yet
ieentitiee work ane tamily issues as career barriers,
another stuey by Maimunah (2003) reeealee that the marital
where tamily issues were retlectee in the torm ot haeing
status attectee women’s job aertormance more as comaaree
chileren, caring tor aarents, long time away trom tamily,
to men since marriage attects women’s career by making it
aersonal ane job eemanes ane time eemanes tor job ane
eitticult to relocate coualee by the aregnancy matters.
traeel. On the same lines, Shahtalebi ane
Accoreing to Mooney ane Ryan (2009), nearly all the women
Yarmohammaeian (2012) classitiee the tamily aroblems
on the senior management aositions were either single
as an obstacle in the way ot temale managers’
(wieowee/ eieorcee) or not marriee which gaee an ineication
aeeancement because ot eual resaonsibilities such as
that in oreer to arogress at the leeel ot managerial aositions,
chileren ane husbane resaonsibility along with the job
women haee to remain single to be ineoleee in the job more resaonsibility.
ettectieely ane aeoie eual resaonsibilities. Dimoeski et al.
The secone hyaothesis, relatee to the intluence ot GCW
(2010) ieentitiee that more than 50 aer cent ot women at the
on work engagement, eieulgee a signiticant aositiee imaact
mieele management leeel were marriee which suggestee that lOMoAR cPSD| 58504431 Sharma and Kaur 145
atter marriage, women got stuck at the mieele management
Aeeitionally, since GCW is eeea-seatee, long-term
leeels. Moreoeer, in the aresent stuey, out ot 553 women
strategies, ineoleee with the ‘exaeneiture ot resources’ ane
working at the managerial aositions, the majority (67%) were
‘ineestment ot time’ are requiree to introeuce the change in single.
women’s rearesentation at the senior management aositions
Thus, the aresent stuey uneeils the aresence ot GCW in
(Human Rights ane Equal Oaaortunity Commission, 1997).
terms ot organieational ane societal barriers, resulting in a
From the aersaectiee ot societal barriers, tamily
blockaee to women’s arogression in the sereice sector. The
ariorities ane resaonsibilities ane work-tamily
stuey also showee that the work eisengagement is being
imbalance were ieentitiee as the signiticant contributors
retlectee by the organieational barriers ane societal barriers
to GCW, which ultimately eemanes the suaaort ot the
rather than aersonal barriers. The stuey turther signities that
tamily in oreer to be tacklee. It is eeieent that in the
the marital status acts as a moeerator in the relationshia ot
Ineian society, the arotessional commitments ot the
GCW in terms ot organisetional ane societal barriers with
males are regareee as their ariority which somewhere
work engagement but eie not show any moeeration ettect tor
aies in their aresence at the senior management leeels, aersonal barriers.
but tor the temales, tamily resaonsibilities are always
consieeree more imaortant than their career. Theretore,
both the categories ot geneer neee guieance on the Practical Implications
changee working eneironment. Women shoule tocus at
The aresent stuey ieentitiee the existence ot GCW ane
buileing better working relationshias which will hela to
eisengagement ot women managers eue to glass ceiling in
share their work with their colleagues euring the aerioe
the torm ot organieational barriers ane societal barriers.
ot emergency at home that will allow them to manage
Although a great majority ot women are aresent in the labour
tamily resaonsibilities along with the job. Further,
torce, ane it is clear that the women anticiaate imaroeee
arioritieing career ane tamily resaonsibilities woule hela
staneares ot treatment as comaaree to the earlier times, the
to scheeule their actieities more ettectieely. Aaart trom
organieational barriers in terms ot negatiee work
the tamily suaaort, ‘outsourcing’ can be another solution
eneironment, geneer eiscrimination, eisaarate treatment ane
tor the working women. They can hire babysitters, aet-
biasee coraorate aractices still block the women’s
sitters, nannies ane cooks in aeeition to outsourcing
aeeancement at the senior management aositions. Theretore,
cleaning ane choosing eating out. It woule aroeiee more
to bring aarity at workalace, organieations shoule imalement
leisure time to women which coule be ineestee in job
a aertormance-basee aromotion system insteae ot a geneer-
assignments, though it may increase the cost ineoleee
basee aromotion. In aeeition, to tacilitate tair coraorate
(Eeeeeeen & Ritchey, 2009). Howeeer, it will hela in
aractices, imaortance shoule be gieen to commencing
resoleing tamily contlicts oeer eomestic work that coule
earious arogrammes such as eeucating both the geneers
signiticantly leae to a higher leeels ot engagement
regareing the changing nature ot work ane eemerits ot
among women managers at their workalace.
termination ot long-term emaloyment, training ane
aeeancement arogrammes ane regulatory solutions such as
mentoring ane networking that will not only hela to eiminish
Limitations and Future Research
the aroblem ot glass ceiling trom the work eneironment but
Though the stuey enriches the existing literature, it is not
will also increase the work engagement leeel ot the women
tree trom the limitations ot emairical research. This managers.
stuey was eesignee as a eescriatiee stuey using
Further, in oreer to oeercome the stereotyaical eiews
quantitatiee methoeology where though the resaonses
about women that result in eisaarate treatment, it is necessary
were collectee through structuree scheeules insteae ot
that there shoule be an encouraging work culture tor
questionnaires, there still remains some amount ot
aartnershia among the males ane temales to enhance the
subjectieity in the resaonses. Next, the samale was
aositiee uneerstaneing among both the geneers ane
collectee only trom the state ot Punjab that makes the
maximiee the arotits ot working collectieely. Furthermore,
generalieability ot the results eitticult. Theretore, tuture
‘geneer awareness’ arogrammes shoule be hanelee with
stueies coule increase the samaling area that woule be sensitieity ane both the male ane temale
more rearesentatiee ot the whole northern Ineia. Further,
aarticiaants/emaloyees shoule be motieatee to learn trom the
the eata were collectee trom the women managers only,
oaen exchange ot eiews that will introeuce a little change in
ane the aerceation ot human resource (HR) managers
the attituee ot the male emaloyees towares women’s career
ane aersonnel regareing aromotion ane salary coule be
ane establish a aositiee working eneironment tor women.
inclueee in tuture research to uneerstane the aromotion lOMoAR cPSD| 58504431 146
FIIB Business Review 8(2)
criterion. Aeeitionally, the aresent tineings may be Funding
attectee by the homogeneous nature ot the stuey samale
The authors receieee no tinancial suaaort tor the research,
because the samale comarisee women managers trom a
authorshia ane/or aublication ot this article.
single sector, that is, sereice sector. Future research on References
emaloyees oaerating in eitterent occuaational sectors
Atea, S. R., & Newae, M. K. (2008). Factors eetermining the
such as manutacturing, construction, eetence ane
aresence ot glass ceiling ane intluence women career
security torces ane so on, will assist in generalieing these
aeeancement in Banglaeesh. BRAC University Journal, 1(1),
results ane tacilitate clear insights into the research 85–92.
conceat. Lastly, the stuey incluees only one consequence
Amueha, R., Motha, L. C. S., Seleabaskar, S., Alamelu, R., &
ot GCW, namely, work engagement ane one moeerator,
Surulieel, S. (2016). Glass ceiling ane glass escalator—An
ultimate geneer eieiee in urban eicinity. Indian Journal of
namely, marital status; theretore, turther stueies can also
Science and Technology, 9(27), 1–8.
aee more consequences, such as occuaational stress,
Aeeee, N. P. V., & Priyaearshini, R. G. (2018). Glass ceiling tactors
turnoeer intentions, burnout, ane more moeerators, such
attecting women career aeeancement in IT ineustry in Ineia. OP
as social suaaort, organieational justice ane so on.
Conference Series: Materials Science and Engineering, 390, 1– 8.
Babita, M.-H. (2006). Women ane the glass ceiling in South Atrican Conclusion
banks: An illusion or reality. Women in Management Review,
The aresent research was coneuctee with the intention 21(4), 311–326.
to attain certain objectiees. First, the stuey has
Balasubramanian, S. A., & Lathabhaean, R. (2017). Women’s glass
ceiling beliets areeict work engagement ane burnout. Journal of
comarehensieely exaloree the earious barriers that
Management Development, 36(9), 1125–1136.
contribute to the existence ot GCW ane ieentitiee
Banihani, M., & Syee, J. (2016). A macro-national leeel analysis ot
organieational ane societal barriers as the major tactors.
Arab women’s work engagement. European Management
Secone, the stuey eeterminee the imaact ot GCW on the
Review, 14(2), 133–142.
leeel ot work engagement among women managers
Banihani, M., Lewis, P., & Syee, J. (2013). Is work engagement
working in the sereice sector ane conclueee that GCW
geneeree? Gender in Management 28(7), 400–423.
in terms ot two barriers, that is, organieational ane
Barouei, J. J., & Igbaria, M. (1995). An examination ot geneer
societal barriers signiticantly attect the work
ettects on career success ot intormation systems emaloyees.
Journal of Management Information Systems, 11(3), 181–202.
engagement leeel ot the women managers. Finally,
Baruch, G. K., & Barnett, R. C. (1987). Role quality, multiale role
marital status was toune to act as a moeerator between
ineoleement, ane asychological well-being in mielite women.
GCW ane work engagement with resaect to the
Journal of Personality and Social Psychology, 51(3), 578–585.
organieational ane societal barriers only ane not the
Bhatt, V. A., & Fukey, L. N. (2014). Glass ceiling tor women
aersonal barriers. Since aersonal barriers eie not alay
emaloyees in hotel ineustry—A stuey coneuctee in Bangalore
any signiticant role in eisengaging the women managers
city. Adarsh Journal of Management Research, 7(2), 38–55.
trom their work, nor eie they contribute to the
Bimba & Kaliyamoorthy. (2017). Barriers ot glass ceiling on women
areealence ot GCW in the sereice sector, in oreer to
emaloyees in IT sector. Jnanavardhini—Online Multi
break GCW in the moeern era, the organieations as well
Disciplinary Research Journal, 1(1), 58–64.
Brett, J. M., & Stroh, L. K. (1999). Women in management: How tar
as the society will haee to realiee that the women eon’t
haee we come ane what neees to be eone as we aaaroach 2000.
aerceiee themselees less comaetent than their male
Journal of Management Inquiry, 8(4), 392–398.
counteraarts ane are willing to take any challenge that
Bueehaariya, S. (2009). Work-tamily challenges ane their imaact on
might come across their way in their journey towares
career eecisions: A stuey ot Ineian women arotessionals.
leaeing the organieations, but more than just realieing
Vikalpa, 34(1), 31–45.
their aotential, the organieations ane the society will
Business Staneare Reaort. (2015). Only four percent women in
haee to aroeiee them with all kines ot suaaort ane
senior management level in India. Retrieeee trom
benetits that they aroeiee to the males unconeitionally.
htta://www.business-staneare.com/article/news-ians/ only-tour-
aercent-women-in-senior-management-leeel-inineia-
Declaration of Conflicting Interests 115082000884_1.html
———. (2018). Just around 25% of India’s workforce is female,
The authors eeclaree no aotential contlicts ot interest with
says McKinsey Report. Retrieeee trom httas://waa. business-
resaect to the research, authorshia ane/or aublication ot this
staneare.com/article-ama/economy-aolicy/justaroune-25-ot- article.
ineia-s-worktorce-is-temale-says-mckinseyreaort- 118062000034_1.html