Factors Affecting Women s Promotion into Top Managerial Positions in the Sudan.

Transcription

1 West West Asia Asia & North North Africa Africa Regional Office Office Factors Affecting Women s Promotion into Top Managerial Positions in the Sudan. Dr Sumaia Mohd El Zein A. Badawi Ahfad University For Women SUDAN Research Capacity Building on Gender and Work in the MENA Region Final Dissemination Conference, Sofitel Hotel - El Maadi - Cairo th March 2010

2 Statement of the Problem Despite the increasing participation of women in the formal labour market in Sudan at all levels, they are noticed to be in small numbers at the top managerial levels. This is supported by the statistics which shows that working women are greatly increasing horizontally rather than vertically, while women s promotion to top levels empower them and provide enough room and better chances for their involvement in policy setting, strategic planning and decision making at the macro-level. 3/22/2010 2

3 Objectives of the Study Main Goal : To trace women s promotion to top managerial levels compared to men and to figure out the factors challenging their mobility upwards. Study Specific Objectives were to: Identify working women s position in formal institutions compared to men. Investigate measures and criteria for promotion up the hierarchy. Highlight the factors that affect women s promotion. Figure out whether women s promotion is affected by structural, institutional or attitudinal factors. Investigate how women perceive their promotion to top managerial levels. Set recommendations that assist in minimizing obstacles hindering women s promotion and in narrowing the gender gap. 3/22/2010 3

4 The Study Hypothesized that : Women s promotion is negatively affected by socio-cultural factors. High qualifications and skills requirements are not the solely determinants for women s promotion in institutions. Women are more job-focused rather than career-focused. Women are often not aware of the strategic importance of the decisions they make related to their career. 3/22/2010 4

5 Research Methods Qualitative Study. Data: Secondary and Primary Data. Population: 18 institutions (11public+7private) Sample Selection: Purposive Sampling Method Data collection: i. interviews with twenty two interviewees (15 females and 7 males) selected from top managerial levels. ii. case study method with ten women from top managerial levels in public and private sectors (6+4). Scope of the study : Five months (Oct 2009 Feb 2010), Khartoum State. 3/22/2010 5

6 Case Studies included: A Judge at the Constitutional Court/ the Judiciary System An Ambassador/ Ministry of Foreign Affairs Finance and Human Resource Manager/ Sudanese Egyptian Bank Director General /the Advisory Council of Paediatrics Director General of the Management Development Centre, Employees Relations and Human Resource Director / Zain Telecommunications Company Assistant Manager/the Central Bank of Sudan Deputy Secretary General of the Taxation Chamber Human Resource Manager/Shell Company Sudan Director General / Wafra Pharma Laboratory (A Major- General in the Army Forces Hospital) 3/22/2010 6

7 Theoretical Framework Despite the increasing participation of women and the significant and effective role they play in the success of institutions, they are challenged with constraining factors that negatively affect their corporate performance and limit their promotion up to top managerial levels. These factors could be related to socio-cultural, structural, institutional or attitudinal factors, as well as women s perception about themselves. All of which creates a glass ceiling that can hardly be cracked to assist in bridging the gender gap in organizations and to allow women s participation in policy making and strategic planning. Thus, jeopardizing the attainment and retaining of women s rights, and the enhancement of their position in the labour market as a whole. 3/22/2010 7

8 Research Findings Findings Research

9 Women Status in the Labour Market in Sudan Working Women Represent: % on average in the public sector,with high concentration in the middle and lower managerial levels (60.2% - 70% respectively (2008)), - 55% on average in the Federal States % only in private sector (2007). -In the top managerial levels; % in % in 2008 A relative increase in the rate of promotion of women indicating a relatively positive change, yet a gender gap is still existing which directly affects women s participation in strategic policy and decision making, at the macro-level, that negatively affects the 3/22/2010 9

10 Analysis showed that Women s Promotion is carried out in most institutions, according to: employment laws based on; availability of vacant posts, performance appraisal reports, years of experience, competence and high qualifications. Procedures are usually carried out by a committee, through nomination or application to the posts. The same steps should be applied equally for employees in both the public and the private sectors disregarding gender, > however this is not typically applied in all institutions. 3/22/

11 Constraining Factors affect Women s Promotion were found to include: the multiplicity of roles that women play in the domestic, productive and reproductive spheres which limit their capabilities. the familial and socio-cultural factors that add to women s burden curbing their ambition and forcing them to skip training chances, giving men a competitive advantage. some attitudinal barriers related to deeply rooted perceptions towards women s roles and abilities. the relative bias in favour of men s promotion particularly in the private sector. the women employees who are not yet fully aware of the strategic importance of the decisions they make related to their career, job focused, and those who do not trust their capabilities in competing with their man colleagues. 3/22/

12 Constraining Factors affect Women s Promotion were found to include: The use of personal appraisal approach for women employees rather than the institutional approach particularly in the private sector, (supported by section (57) chapter (10) of performance appraisal in the Labour Laws) The performance appraisal rules which do not consider the special circumstances that cause women employees to stay at home to face some family exigencies or for the sake of taking care of children. " 3/22/

13 Constraining Factors affect Women s Promotion were found to be: mostly affected by attitudinal factors rather that structural or institutional factors. One of the cases commented that The chances for application to training are usually equal for both, however the approval is sometimes directed more to men than to women, which indicates lack of fairness and male bias. 3/22/

14 Women employees perceive their promotion to top managerial levels as: one of their basic rights that they are competent to get. (almost all men interviewees agreed on this). it is significant as it provides the chance of having women representatives in policy making and strategic planning bodies to address women s issues. it is significant to provide a role model for women to be empowered and motivated to reach top managerial levels. it is significant to enrich diversity and to enhance decision making. it is significant as women possess qualities and human skills that are needed at top level that are hardly found in men.(this was supported by most men interviewees). 3/22/

15 The Analysis also showed that: gender bias regarding promotion in favour of men is relatively decreasing compared to the past, and that women at top levels are fairly treated as they proved to be capable of shouldering their responsibilities and making decisions with efficiency. there is a glass ceiling existing in most public and private institutions leading to a gender gap, however it is almost absent in institutions such as the Judiciary, where the promotion procedures follows strict and different measures and criteria. 3/22/

16 Analysis also showed that The gender bias regarding promotion in favour of men is relatively decreasing compared to the past, and that women in most cases are fairly treated as they proved to be capable of shouldering their responsibilities and there is a glass ceiling existing in most public and private institutions leading to a gender gap, however it is almost absent in institutions such as the Judiciary, where the promotion procedures follows strict and different measures and criteria. 3/22/

17 Validation of the Research Hypotheses 3/22/

18 H 1. women s promotion is negatively affected by socio - cultural factors. Hypothesis was found to be Valid It was ascertained by the majority of the interviewees that their familial obligations and social commitments constituted direct negative impact ion their promotion. Interviewees explained that: women are expected to take part in all family and social events more than men exerting great burden on them. In today s world both spouses are working, however, the wife is more likely the one who will leave her job if the family needs required so. In the absence of the husbands understanding, their full cooperation and a fair division of labour at home, women suffer work stress that reflects negatively on her performance. My familial obligations and responsibilities were a direct reason for turning down some training chances, said one of the case studies. 3/22/

19 H 1. High qualifications and skills requirements are not the solely determinants for women s promotion in institutions Hypothesis was found to be Valid Other factors that were found to have affect on women s promotion included: attitudinal factors, socio-cultural and familial, the fear of women from bearing extra load plus the responsibilities they undertake, the informal social networking, political factors (+tribal factors recently emerges) lack of awareness of women about the significance of their career building, women s satisfaction with what they achieved that curb their ambition, the glass ceiling that exists in most institutions. 3/22/

20 H 1. Women are more job-focused than career-focused Hypothesis was found to be Valid The analysis revealed that despite there is a relatively positive change regarding women s perception towards their career, yet the majority of women are still job-focused, tied with the bulk of responsibilities they have to undertake in the three spheres. 3/22/

21 H 1. Women are often not aware of the strategic importance of the decisions they make related to their career. Hypothesis was found to be Valid On asking one of the case studies about whether she perceive her promotion to top managerial levels important for her career, she replied that; No, it's not very important, in my case I just looked at myself and found that my role within my family is much more important than my career life. Despite this woman struggled and waited for a long period of time to be promoted, her answer indicated that her achievement was not rewarding to her as it should be. OR that she did not value the status she reached nor having any sense of its importance for her future career or for her women colleagues. 3/22/

22 Recommendations A. At the Institutional Level: The management of institutions should understand that diversity in workforce embodies different perspectives and approaches that enhance and develop performance, accordingly they should encourage women s promotion. Career plans and related competency requirements should be made clear and more transparent for women. Promotion criteria and measures should be clearly identified, including the related procedures to make the promotion process more structured and transparent for women. Top Management vacant positions should be openly advertised for in order to give all qualified candidates equal opportunities to apply for them. 3/22/

23 Recommendations at the Institutional Level: Top Management vacant positions should be openly advertised for, to give qualified candidates equal chances to apply for them. Human resources development programs should provide equal opportunities for all employees on gender-neutral bases. Women should be trained to be effective in their performance and to prove their capabilities in decision making and problem solving through challenging and high-profile assignments Performance appraisal procedures should use gender-neutral and measurable criteria to avoid any bias. 3/22/

24 Recommendations at the Institutional Level: Women s appraisal should be based on an institutional rather than personal approach where merit and professional achievements can clearly be identified. Any circumstances related to woman's reproductive or family role should not prejudice her chance of promotion. If her performance and qualifications are satisfactory this can make her eligible for promotion. Affordable, good-quality and consistent childcare houses should be established in work places to assist women with their children responsibilities. 3/22/

25 Recommendations at the Women Employees level: Women should be aware of and fully understand their rights and learn how to attain them. This can be attained through socialization at home, education institutions and work places. They should understand that their promotion to top managerial levels is crucial in enabling them to participate in decision making and in influencing policies at the macro-level to be more gender sensitive, and hence to promote gender mainstreaming in designing, executing, implementing, and monitoring those policies. Women should be more career focused rather than job focused. They have to learn how to have systematic, critical thinking and to make use of the model roles in the work environment. 3/22/

26 Recommendations at the Women Employees level: They must be keen to have more training chances and to be initiative in undertaking challenging assignments to qualify them to be promoted to top managerial levels They should take work issues seriously enough and do not absent themselves for any social or familial events of less importance to them. Seriousness is an important indicator to responsibility and reliability, both of which are supportive to promotion. They should adopt proper division of labour within their families to release some of their domestic duties and familial responsibilities. 3/22/

27 West Asia & North Africa Regional Office Thank you for Listening