Failure of Big Business Organizations to Promote Women to The Top Jobs

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1 Failure of Big Business Organizations to Promote Women to The Top Jobs Student’s Name Institutional Affiliation Course Professor’s Name Due Date

2 Failure of Big Business Organizations to Promote Women to The Top Jobs Abstract Women across a broad range of professions have yet to study the influence of gender on advancement. A descriptive analysis of workers from 2011 to 2017 was conducted to establish the criteria, such as age, education, and years of service, that make males and females eligible for a promotion in this research (Russen, Dawson & Madera, 2021). According to the findings, women are promoted to senior positions at a lesser rate than males, mostly as a consequence of their poorer educational attainment, older age, and shorter tenure in the workforce. Results of this research will help managers and employers in private and public firms as they implement policies that encourage women to rise through the ranks and help them move to a more gender- diverse workplace. Introduction Currently, with the rise in modernism throughout the globe, the number of women in the workplace is steadily rising. The global economy's rapid expansion might be a major factor in the rise in the number of women in high-level jobs, as technology continues to progress. Advances in STEM fields, such as computer programming, might serve as an example. As a result of the growing need for labor, the proportion of women working in these fields grew by 25%. The percentage of women who occupy management positions and the pace at which they are promoted to high-level jobs continues to be much lower than that of males, despite the fact that the number of women who are working in engineering-related fields has increased. The number of years of service, age, gender, level of education, and other aspects have a role in determining whether or not an employee is qualified for a promotion in the workplace (Zirknitzer, 2022). Additionally, there are now a greater number of women holding high-level

3 roles (for example, management positions), which has inspired a greater number of women to actively seek aggressively pursuing getting hired and promoted. When determining whether or not an individual is qualified for a promotion, gender is a crucial consideration that is considered. Research on women's difficulty in obtaining promotion has been done before, but how each element influences promotions from a gender perspective has yet to be researched. It is the goal of this research to examine the elements that determine whether a person is eligible for promotion in a variety of jobs and genders. In the future, various genders will be taken into consideration. Using the findings of this research, businesses may better identify the types of jobs where women face more barriers to advancement than males, paving the way for more gender-balanced workplaces. Research Strategy In the course of this investigation, a survey consisting of five steps was used. A literature study on the subject of the advancement of females in workplaces was the first step in this process. A database of 17,889 USDOT workers was compiled, and in that database, in-depth information on those individuals' occupations, pay, and other aspects of their employment was gathered (Rouhanizadeh & Kermanshachi, 2021). Third, using the information that was accessible, nine job groups were established for the employees of the USDOT, and each employee was given a position in one of the job sectors. Engineering, contracting, community planning, human resources professional, financial management, transportation safety, non-MCO (not linked to mission-critical occupation engineering), information technology, and transportation specialist were some of the job groups that were available. A degree of education, an age bracket, and the number of years on the job were chosen as the three criteria to use in the analysis of the representation of each gender in managerial positions, as suggested by the

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4 research that was conducted. Fifth, the promotions that were given to males and females were compared with one another and studied for each job category and for each of the three characteristics that were established (Badura et al., 2018). It is important to note that the number of people of each gender who were promoted was compared, rather than the percentage of each gender that was promoted, since the purpose of this research was to examine how women compare to males in terms of promotion rates. In addition, there are three times as many males as there are women in the database that has been deployed; thus, comparing the proportions might result in certain aspects of the real data being overlooked. Methods of Data Collection Table 1 displays the distribution of workers and the ratio of females to males in various occupational groups. Among the 17,889 USDOT workers surveyed, 4,286 (24 percent) are females (the data was taken from the USDOT workforce statistics database between 2011 and 2017). The majority of the staff are either in the field of transportation safety (9,803) or are not employed by MCO in any way (5,355). There are just 37 community planners employed at the company, which is the lowest employment group. Men predominate in six of the eight employment categories where the female to male ratio is less than one. Table 1. Distribution of Employees by Job Category and Gender.

5 Job Category All Man Woman Woman/Man Engineering 1628 1413 216 0.15 Community planning 38 24 15 0.63 Contracting 167 77 91 1.18 Financial management 97 29 69 2.38 Human resources professional 187 65 123 1.89 Information technology 314 254 61 0.24 Non-MCO 5356 3306 2051 0.62 Transportation safety 9804 8145 1660 0.20 Transportation specialist 307 299 9 0.03 Sum 17890 13604 4287 0.32 According to Table 1, the three job groups in which the woman-man ratio is more than one (indicating that the females dominate that group) are human resources professional, contracting, and financial management. This indicates that females predominate in these career groups. The majority of females work in fields that are only vaguely related to technology and engineering. This is in contrast to the male-dominated fields of engineering and technology. There are 2.43 times as many women as men working in the financial management group, which is the group with the highest proportion of female workers; the group with the lowest proportion of female workers is the transportation specialist category, which has a woman-to-man ratio of only 0.03.

6 Women and men are shown in Fig. 1 as the proportion of managers and supervisors. There are 208 managerial or supervisory positions among the 17,889 workers, which illustrates how competitive the workplace is for both males and females. Compared to males, females have fewer options when it comes to advancing their careers into leadership roles. Figure 1 shows that although women make up 24percent of the workforce, only 33percent of total of managerial and supervisory roles are held by women. This indicates that males hold two-thirds of these roles and, statistically speaking, have a larger probability of being promoted to these positions. In addition, just 1.2% of males and 1.6% of women are employed in managerial or supervisory roles in the United States. As a result, women have a bigger share of management jobs than males, despite the fact that the total number of male managers (139) is higher. Fig. 1. Percentage of men and women holding management or supervisory jobs. Data Analysis This research incorporates the use of quantitative data analysis which involves the processes of gathering and evaluating numerical data. It is possible to use it to discover averages and patterns, test causal connections, draw conclusions, and generalize findings to larger populations. The quantitative research method used is the descriptive analysis which involves getting a summary of the data through the use of descriptive statistics, which also

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7 contain measurements of averages and variances. The data is then displayed on graphs to look for any patterns or outliers in the data. In the following, a descriptive analysis and discussion will be provided about the distribution of males and females in management and supervisory roles. Figure 2 compares the genders of USDOT engineers depending on factors such as years of service, age range, educational attainment, and job title. Only 215 of the 17,889 workers are female, making 1,628 of them in this group. Figure 2a shows that men outnumber women throughout all years-of-service categories, with the majority of workers (of both sexes) having fewer than five years of experience. Nearly one-fifth of the males (173) are younger than the median age of 35, but women (35). This graph displays the age ranges of male and female engineering personnel, and it indicates that the number of males outnumbers the number of females in all age groups (Jafari et al., 2020). While the majority of males are between the ages of 20 and 29, the majority of women are between the ages of 30 and 34. Men and women in the 60+ age bracket makes up the least percentage of the workforce. Older workers are more likely to be promoted, particularly to management roles, due to the importance of their experience and ability in the workplace. As can be seen in Fig. 2b, males in the 40–44 age bracket outnumber women by a wide margin, making them more competitive for managerial jobs. There are two primary reasons why there are fewer women over the age of 40 who have served in the military: either they retire early due to family obligations or they quit because of the poor working circumstances in the military.

8 Fig. 2. Comparison of woman and man employees in the engineering category. Fig. 2c shows the number of males and females working in engineering roles, and both categories have a bachelor's or a post-degree bachelor's in their ranks (666 and 126 workers, respectively). 64 females and 221 males both have graduate or professional degrees, which is the closest gender parity. This demonstrates that females who join the engineering industry are more

9 likely to seek further education, paving the way for them to go up the corporate ladder. Figure 2d shows that there are five supervisory or managerial personnel in this group, all of whom are males. There are more men than women working in the engineering field, which explains why no women have been promoted to management positions and why the field is dominated by men both in terms of employees and managers. There are also more men than women among the category's educated workforce and among its long-term employees. Reflective Evaluation The research used survey as a data collection method to gather information from USDOT employees. Surveys are valuable in characterizing the features of a big population. No other study approach can give this wide capacity, which provides a more precise sample to collect focused data in which to draw conclusions and make key judgments. The quantitative research method used is the descriptive analysis which involves getting a summary of the data through the use of descriptive statistics, which also contain measurements of averages and variances. The data is then displayed on graphs to look for any patterns or outliers in the data ( Hair et al., 2021 ). The most frequent mistake I made when doing research was underestimating the amount of time it would take to complete it. Finding out what information I needed and where I need it; selecting how I will collect it; building and testing the questionnaire; recruiting and training personnel or contractors, and choosing how to manage non-answering; coding, filtering, and summarizing the data. Many of these processes may be completed concurrently, but it takes a long time to complete the procedure. If you don't give yourself enough time, you run the risk of skipping steps and thereby introducing bias or inaccuracies into your data. Policies drawn from a variety of equal opportunity promotion approaches are suggested in light of the aforementioned workplace promotion challenges. With the use of these measures,

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10 policymakers may work toward eliminating promotion disparity. The first policy is to develop and implement integrated strategies for boosting employees at work irrespective of gender and expertise. Secondly, motivate and give training sessions for women to compete for job advancements by pursuing and acquiring high-level education. Finally, evaluate and adjust the guidelines already in place in order to achieve equity in promotion for women and men. Conclusion In order to assess whether or not there are inequities in promotion opportunities depending on a person's gender, a descriptive study of the promotion of USDOT personnel in each job group was carried out. This research looked at nine different groups of jobs, and the only one in which the proportion of female managers exceeded the proportion of male managers was in the group of human resources professionals. When the findings of all nine employment groups were taken into consideration, it was found that women held less critical jobs than males did. This disparity may be attributed to a number of factors, including lower levels of education, lower representation, and fewer years spent in service. The only genders that were examined for this research were male and female; however, additional genders must be included in any future research. The results of this research will offer guidance to transportation companies as they formulate policies that will enable females to be more competitive for promotions and reach better level jobs. Additionally, the research will aid employers in both private and public organizations in achieving a more diverse workplace environment.

11 References Badura, K. L., Grijalva, E., Newman, D. A., Yan, T. T., & Jeon, G. (2018). Gender and leadership emergence: A meta‐analysis and explanatory model. Personnel Psychology , 71 (3), 335- 367. Hair, J. F., Hult, G. T. M., Ringle, C. M., Sarstedt, M., Danks, N. P., & Ray, S. (2021). Evaluation of reflective measurement models. In Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R (pp. 75-90). Springer, Cham. Jafari, A., Rouhanizadeh, B., Kermanshachi, S., & Murrieum, M. (2020). Predictive analytics approach to evaluate wage inequality in engineering organizations. Journal of Management in Engineering , 36 (6), 04020072. Rouhanizadeh, B., & Kermanshachi, S. (2021). A gender-based analysis of workforce promotion factors in US transportation agencies. Transportation Research Interdisciplinary perspectives , 12 , 100457. Russen, M., Dawson, M., & Madera, J. M. (2021). Gender diversity in hospitality and tourism top management teams: A systematic review of the last 10 years. International Journal of Hospitality Management , 95 , 102942. Zirknitzer, K. (2022). Gender-specific discrimination of women in management positions: Comparative analysis of the situation over three decades/Author Katharina Zirknitzer LL. B.

Failure of Big Business Organizations to Promote Women to The Top Jobs

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