An investigation into strategies which enable South African women to break through the glass ceiling

• Main Author: Peens, Maritha
• Format: Others
• Language: English
• Published: Port Elizabeth Technikon 2003
• Subjects: Women executives > South Africa; Women employees > Promotions > South Africa; Sex discrimination in employement > South Africa; Sex discrimination against women > South Africa
• Online Access: http://hdl.handle.net/10948/135

The objective of this study was to identify the strategies (personal and organisational) that would enable South African women to break through the glass ceiling. A questionaire was designed based on the strategies found in a literature study on the topic and used to gather inputs from executive women in South Africa. A combination of snowball and self-selection sampling was used. The questionaire was sent to 138 potential respondents, mostly by means of electronic mail. Of the 47 completed questionairs returned, 44 could be used. These were processed and anaylsed using Microsoft Excel spreadsheets and the STATISTICA Version 6 software. In generaL, support was found for personal strategies pertaining to career management, networking (especially the relationship building activities), the reconciliation of home and work responsibilities with the emphasis on building a support system, education, business and organisational insught, skills development and increased input, but not for the assimilation of masculine attributes. Networking opportunities and education, training and development activities were regarded as the organisational strategies with the strongest impact on career progress. The literature was confirmed regarding top management support, an organisational culture conducive to women's advancement, mentorship programmes and a few career development initiatives. Although more than half of the respondents had been exposed to employment equity and affirmative action programmes, they were perceived to have only little to moderate impact on career progress. This was also the case with diversity management programmes. Flexible work arrangements, career adaptation schemes and childcare facilities and programmes were seen as having had little impact on the respondents' career advancement. Only a few of the organisational practices to support women balancing family and work responsibilities were utilised by the respondents' employers. Respondents perceived personal strategies as having greater value than organisational strategies in their progress to executive levels.