Invisible barriers: Effects of glass ceiling on women’s career progression in Nepalese commercial banks
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Received September 26, 2023;Accepted November 28, 2023;Published December 13, 2023
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Author(s)Link to ORCID Index: https://orcid.org/0000-0001-8449-7509Link to ORCID Index: https://orcid.org/0000-0002-1629-3720Link to ORCID Index: https://orcid.org/0000-0002-6474-0222Link to ORCID Index: https://orcid.org/0000-0002-8338-0824
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DOIhttp://dx.doi.org/10.21511/ppm.21(4).2023.45
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Article InfoVolume 21 2023, Issue #4, pp. 605-616
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Eliminating gender prejudice in job advancement is crucial to organizational success. The study aims to analyze the impact of invisible barriers (corporate culture and corporate practices) on the promotion of women working in Nepalese commercial banks. Structural equation modeling and path analysis have examined how the glass ceiling factors affect women’s career progression. The study’s targeted population consisted of female middle-level managers. It used convenience sampling to collect information from 288 female middle-level managers. Kaiser-Meyer-Olkin and Bartlett’s tests for sphericity were used to test the study’s external validity. Construct reliability tests and average variance extracted tests were used to evaluate the convergent validity of the latent variables. Heterotrait-monotrait ratio test was used to assess the discriminant validity of the independent components. The result revealed that the corporate culture with seven observable items (β = –0.313; p < 0.05) and corporate practices with nine observable items (β = –0.507; p < 0.05) had a negative and statistically significant impact on women’s career progression in Nepal, accounting for approximately 64.0% of the variation. For organizations to be moral and effective, gender stereotypes regarding promotions must be eliminated. The study’s findings assist policymakers in understanding how the glass ceiling affects women’s promotion in businesses and recognizing discrimination based on gender to make promotional decisions impartial.
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JEL Classification (Paper profile tab)J16, J71, M14, M51
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References58
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Tables5
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Figures2
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- Figure 1. Conceptual framework
- Figure 2. The study model
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- Table 1. Respondent demographics
- Table 2. Cronbach’s alpha
- Table 3. Internal validities statistics
- Table 4. Parameter estimates of the regression routes
- Table 5. Remarks on study hypotheses
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Conceptualization
Indira Shrestha, Binod Ghimire, Bharat Rai
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Formal Analysis
Indira Shrestha, Rewan Kumar Dahal
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Methodology
Indira Shrestha, Rewan Kumar Dahal, Bharat Rai
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Project administration
Indira Shrestha
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Resources
Indira Shrestha, Rewan Kumar Dahal, Binod Ghimire, Bharat Rai
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Supervision
Indira Shrestha, Rewan Kumar Dahal
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Writing – original draft
Indira Shrestha
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Writing – review & editing
Indira Shrestha, Rewan Kumar Dahal, Binod Ghimire, Bharat Rai
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Data curation
Rewan Kumar Dahal, Binod Ghimire
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Software
Rewan Kumar Dahal, Bharat Rai
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Validation
Rewan Kumar Dahal, Binod Ghimire, Bharat Rai
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Investigation
Binod Ghimire
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Conceptualization
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Factors affecting employee turnover and sound retention strategies in business organization: a conceptual view
Chowdhury Abdullah Al Mamun , Md. Nazmul Hasan doi: http://dx.doi.org/10.21511/ppm.15(1).2017.06Problems and Perspectives in Management Volume 15, 2017 Issue #1 pp. 63-71 Views: 15282 Downloads: 6450 TO CITE АНОТАЦІЯ“Employee turnover” as an expression is broadly used in business organization. Despite the fact that several studies have been performed on this topic, little research has been conducted on examining the causes and leading factors of turnover as well, as advising some feasible approaches, which can be applied by bosses to ensure that employees will continue in their respective organizations to enhance organizational effectiveness and productivity. The main purpose of this study is to determine the reasons and key factors in the perspectives of the relevant literature and identify to the intention of employee turnover. This conceptual paper also suggests various possible strategies on how to minimize the turnover and retain employees in the organizations. Hence, the paper has proposed a conceptual framework that shows the major variables in explaining the phenomenon of employee turnover and addressing sound retention strategies to handle these issues.
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Human resource management in promoting innovation and organizational performance
I Gede Riana , Gede Suparna , I Gusti Made Suwandana , Sebastian Kot , Ismi Rajiani doi: http://dx.doi.org/10.21511/ppm.18(1).2020.10Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 107-118 Views: 3360 Downloads: 776 TO CITE АНОТАЦІЯHuman resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.
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Influence of employee-manager relationship on employee performance and productivity
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