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Using Human Resource Software Technology to Mitigate Glass Ceiling Effects in Higher Education: Interdisciplinary Applications for Managing Diversity
Abstract
This chapter describes how software technology may be used as an interdisciplinary approach to managing diversity in higher education to mitigate glass ceiling effects.
... When hiring managers fail to hire the right individual, or hire a perfect fit, employee satisfaction and performance often suffers [2,13]. As the number of applications for a single position continues to increase, it is imperative that the HR department and hiring managers develop an effective methodology for screening and eventually selecting the most qualified person irrespective of whether the traditional or contemporary recruiting methodology is utilized [1,4]. Thus, it is no longer enough that a candidate has all the right qualifications. ...
... The goal of such software is to seek and screen unacceptable applicants. So it is important for applicants to adhere and incorporate all keywords that accurately describe their experiences, which will at least give them the opportunity to be called for an interview [3,4]. ...
... The interview can be very nerve-wracking experience for most job applicants but is considered by most experts as the best selection process that companies use to differentiate applicants [4,11]. Interviews play an important role in determining whether an organization and an applicant will make a perfect match. ...
The main purpose of this article is to have an overview of Human Resource (HR) policies and practices, especially as it relates to the contemporary and evolutional process of talent recruitment. The article encompasses an overview of HR general policies and practices including the selection process, applications, background checks, substantive selection, interviews; the contingent selection process and what to do after the job offer. In short, organizations are decreasing the use of external recruiting companies or agencies and are now often counting on their own HR professionals for talent search. For instance, internal HR professionals are now utilizing different online tools such as job boards, LinkedIn and social media to discover ideal job candidates and these popular platforms have proven invaluable in the modern recruiting process.
... The 'glass ceiling' represents a certain level in the career hierarchy with limited opportunities for women to overcome it. In the context of higher educational institutions, a glass ceiling is widely traced (Charleston, 2014) and could be seen in the proportion (disproportion) of women and men who reach high academic positions. Although there are no formal restrictions on taking positions above the "glass ceiling" women cannot move beyond this barrier. ...
The representation of women in the managerial structure of the Ukrainian universities is the exception, rather than the rule. They are assigned to those sectors of university functioning that do not provide access to the management of resources (e.g. educational work), very rarely – position of deans of faculties and heads of chairs. After the analysis of conducted in-depth interviews with female and male rectors, vice-rectors and deans, some reasons for it could be mentioned: the influence of stereotypes (a successful woman in science is unsuccessful in family life; a woman is too emotional to be an effective leader), the insufficient activity of the women's (feminist) movement in the scientific space of Ukraine, uneven representation of women at all levels of university management. Vertical and horizontal occupational gender segregation is a mark of higher education system of Ukraine. The reasons are not only the overloading of women-researchers with housework, which does not allow them to compete with men successfully but also the effect of the “glass ceiling”, which is very acute in higher education institutions.
The popular notion of glass ceiling effects implies that gender (or other) disadvantages are stronger at the top of the hierarchy than at lower levels and that these disadvantages become worse later in a person's career. We define four specific criteria that must be met to conclude that a glass ceiling exists. Using random effects models and data from the Panel Study of Income Dynamics, we examine gender and race inequalities at the 25th, 50th, and 75th percentiles of white male earnings. We find evidence of a glass ceiling for women, but racial inequalities among men do not follow a similar pattern. Thus, we should not describe all systems of differential work rewards as "glass ceilings." They appear to be a distinctively gender phenomenon.
Women and minorities face a "glass ceiling" that limits their advancement toward top management in organizations throughout U.S. society. This article reviews the extant literature and discusses why this is so, using theoretical constructs from psychology and other social sciences that cover both individual and systemic factors. Recent research evidence is cited, remedies used to halt differential treatment are outlined, and further research is suggested. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The concept of “glass ceiling effects” has emerged in social science research in general and higher education in particular
over the past 20years. These studies have described the impediments that women and people of color encounter in their quest
for senior-level positions (e.g., CEOs) in society as glass ceiling effects. Literature, both empirical and non-empirical,
has provided broad and varied interpretations of glass ceiling effects. In turn, the literature is less-than-settled on the
application of glass ceiling effects. In this manuscript, the authors analyzed and critiqued 66 documents in order to advance
theoretical and practical knowledge regarding glass ceiling effects in higher education.
This study examines the relationships between student characteristics, student use of computers and other information technologies (C&IT), the amount of effort they devote to other college activities, and self-reported gains in a range of desirable college outcomes. Based on an analysis of responses to the College Student Experiences Questionnaire from 18,344 undergraduates at 71 four-year colleges and universities, students appeared to benefit more from C&IT when they used it frequently and in a variety of ways. Equally important, using C&IT was positively related to educational effort with the effects of C&IT on outcomes of college being largely mediated through the educational efforts students put forth.
Executive Overview
Most writing on the subject suggests there is one best way to manage workforce diversity in organizations. We argue that there is no single best way, but that the organization's approach depends on the degree of pressure for diversity, the type of diversity in question, and managerial attitudes. Strategic responses for managing diversity are presented in a framework of proactive, accommodative, defensive, and reactive modes. These responses are discussed in terms of episodic, freestanding, and systemic implementation practices.
As both technologies and organizations undergo dramatic changes in form and function, organizational researchers are increasingly turning to concepts of innovation, emergence, and improvisation to help explain the new ways of organizing and using technology evident in practice. With a similar intent, I propose an extension to the structurational perspective on technology that develops a practice lens to examine how people, as they interact with a technology in their ongoing practices, enact structures which shape their emergent and situated use of that technology. Viewing the use of technology as a process of enactment enables a deeper understanding of the constitutive role of social practices in the ongoing use and change of technologies in the workplace. After developing this lens, I offer an example of its use in research, and then suggest some implications for the study of technology in organizations.
As both technologies and organizations undergo dramatic changes in form and function, organizational researchers are increasingly turning to concepts of innovation, emergence, and improvisation to help explain the new ways of organizing and using technology evident in practice. With a similar intent, I propose an extension to the structurational perspective on technology that develops a practice lens to examine how people, as they interact with a technology in their ongoing practices, enact structures which shape their emergent and situated use of that technology. Viewing the use of technology as a process of enactment enables a deeper understanding of the constitutive role of social practices in the ongoing use and change of technologies in the workplace. After developing this lens, I offer an example of its use in research, and then suggest some implications for the study of technology in organizations.
A recent paper by Cotter, Hermsen, Ovadia, and Vanneman explicates four criteria for distinguishing the glass ceiling as a unique form of inequality. First, a glass ceiling exists when artificial barriers impede the advancement of women and minorities, and second, these barriers are more severe at higher occupational levels. Third, the glass ceiling must be investigated with longitudinal data, and fourth, a glass ceiling is manifested in increasing inequality over the life course. This paper extended these criteria by conducting a longitudinal analysis of managerial attainment (satisfying the second and third criteria). The presence of artificial barriers was assessed by estimating the salience of race and gender to the process of managerial attainment. Additional estimations showed that the gap in managerial attainment between White men and other groups grew over the life course. Thus, findings from this study do satisfy the Cotter et al. criteria regarding the existence and uniqueness of the glass ceiling. The paper concludes with a call for additional research.
Prior research findings suggest that incorporation and use of technology in college are associated with increased educational gains and learning outcomes for students. Thus, faculty members are expected to use technology in their teaching more now than ever. Yet, more information is needed about the frequency and nature of faculty use of technology. Using data from the NSOPF:04, this study examined higher education faculty members' use of technology and compared their use to instructional faculty not in higher education. Implications for future practice are discussed in detail.
http://deepblue.lib.umich.edu/bitstream/2027.42/35514/2/b1707061.0001.001.pdf http://deepblue.lib.umich.edu/bitstream/2027.42/35514/1/b1707061.0001.001.txt
Issued in March 1995, this document, The Environmental Scan, presents the findings of the Federal Glass Ceiling Commission resulting from research by its consortium of consultants, commission hearings, studies, interviews, focus groups, and panel discussions - as well as its review of other public and private research.Title II of the Civil Rights Act of 1991 created the 21-member, bipartisan Federal Glass Ceiling Commission. The Commission’s mandate was to study the barriers to the advancement of minorities and women within corporate hierarchies (the problem known as the glass ceiling), to issue a report on its findings and conclusions, and to make recommendations on ways to dismantle the glass ceiling.
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Lockwood, N. R. (2004). The glass ceiling: Domestic and international perspectives. Alexandria, VA: Society for Human Resource Management.
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is the assistant director and a senior research associate at Wisconsin' s Equity and Inclusion Laboratory
- Lavar Jovan
- Charleston
LAVAR JOVAN CHARLESTON is the assistant director and a senior research associate at Wisconsin' s Equity and Inclusion Laboratory (Wei LAB) at the University of Wisconsin-Madison.
Analyzing the impact of email use on student‐faculty interactions in higher education programs
- Flowers L. A.
Measuring diversity initiatives
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