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INVESTIGATING FACTORS THAT HINDER WOMEN FROM OCCUPYING TOP MANAGEMENT POSITIONS IN INDIAN COMPANIES AND SOLUTIONS THAT CAN BE EMBRACED TO ADDRESS SUCH FACTORS

Introduction

Gender discrimination against women continues to prevail in workplaces especially when it comes to the appointment of females in senior organisational positions. This problems remains persistent despite the intensive efforts from women groups and gender equality advocates and organisations. It is undeniable that gender equality within all areas of work and life is considered a fundamental right and a perquisite for the attainment of social cohesion, employment, and economic growth (Tominc et al. 2017). According to Khlif and Achek (2017), the introduction of several gender-focused equal opportunities policies in 1960s such as the Equal Pay Act of 1963 in the US, particularly in developed nations, assisted in increasing the participation of women in the workforce. Nonetheless, this move did not essentially result in increased involvement of women within senior roles of management such as chief executive officer or board member in firms with “old-boys networks” always cited among the major hindrances to women’s executive career advancements (Adams 2016). Limited presence of women in top management positions in companies has seen significance rise in corporate, supra-national and national governance reforms, affirmative initiatives, and laws targeted at increasing the involvement of women in senior management roles in firms in the past years (Adams 2016).  These efforts have been evident in countries such as Canada, Italy, Norway, UK, France, and European Union. As a result, these countries have witnessed observable rise in the presence of women on corporate boards (Adams 2016). Nevertheless, the quantity of female chief executive officers within large corporations continues to be extremely low (Zalata et al., 2019). According to Adams (2016), top management consists of an organization’s senior-level executives or positions that are associated with the most organizational responsibility. In organizations, top management positions include chief executive officer (CEO), chief operating officer (COO), vice president, and president (Adams 2016). The problem of women’s underrepresentation in top management positions in companies is prevalent in India (Qadir 2019; Singh & Prasad, 2014). As such, this study will focus on identifying impediments to women occupying senior management levels and measures that should be adopted to eradicate these barriers.

Problem Statement

In India, the representation of women in top management is even extremely low with only 3% of women occupying all administrative positions and 2 women for every 100 economically active men taking managerial and administrative positions despite being among the countries that have the highest populations in the world (Qadir 2019; Society for Human Resource Management, 2009; Singh & Prasad, 2014). Therefore, it is within this context that this study will focus on investigating the barriers to top management positions among women in Indian companies.

Research Rationale

Even though women in India have contributed significantly to the country’s economic growth and the enormous pool of human capital, they are underrepresented in top executive positions in Indian companies. In India, top leadership positions are dominated by men (Singh & Prasad, 2014; Qadir 2019; Society for Human Resource Management, 2009). As such, there is a robust need to investigate the factors that contribute to the underrepresentation of women within Indian firms. In relation to this, the findings of this study will provide an insight into the barriers to occupying top management positions among women in Indian companies. Establishing the factors that hinder women from occupying senior or top management positions within Indian companies is not enough owing to the resourcefulness of women in terms of talents and skills, which makes them a significant addition to executive company positions in India. According to Singh & Prasad (2014), constitute over 50 percent of the global talent pool and their leadership should be tapped for economic excellence. Carter et al. (2010) and Sun et al. (2017) support this statement by arguing that the robust push for gender-diverse executives and corporate boards is not only fueled by social, moral, and ethical fairness theories, but also economic benefits associated with the unique skill sets, talents, and experience that women come with to such roles. As such, there is a significant need to investigate the strategies or measures that should be adopted to increase women’s participation in top positions in Indian firms. In relation to this, the findings of this study will focus on identifying the measures that should be embraced to eliminate the barriers to occupying top management positions among women in Indian companies. Such an accomplishment will enable policy makers and all stakeholders within the employment sector to establish robust strategies for addressing the problem of female underrepresentation within senior ranks in Indian firms.

Research Objectives

The proposed study will focus on investigating factors that impede women from occupying senior management ranks within Indian companies and solutions to addressing such challenges or factors. The study will focus on addressing the following research objectives:

• To identify the barriers to occupying top management positions among women in Indian companies
• To identify the major barrier to women occupying top management positions in Indian firms
• To identify measures that should be embraced to eliminate the barriers to occupying top management positions among women in Indian companies

Literature Review

Majority of studies have made significant efforts in investigating the barriers and solutions to the occupation of senior organisational positions by women (Einarsdottir et al., 2018; Rincón et al., 2017; Gino et al. (2015; Bismark et al., 2015; Nikolaou, 2017; Fallahi et al., 2015; Gray, 2020; Newman et al., 2017; Fritz et al., 2017). However, most of these studies are not executed within the context of India, which in turn highlights the need to focus on this study area within Indian organisations. The findings of these studies are discussed in the subsequent subheadings:

Barriers to Occupying Top Management Positions among Women

In their study, Einarsdottir et al. (2018) established that women witness top management in organisations as a network closed to them. The authors established that top-management responsibilities seem tailored for males and would compel women to assume unbearable duties. These findings show that women experience their diligence and hard work as unappreciated. Moreover, the authors established that women tend to contrast and compare themselves within the stereotypes associated with the male executives and consider themselves culpable for not matching the role. These findings showed that women feel the pressure to conform to the masculine or male gender role for them to find a place within top managerial positions. Moreover, the inability of women to fit in senior management position undermines their ambition and self-confidence, thereby rendering them less probable to seek promotions. As such, these findings show that the barriers to women occupying top management position in organisations are stereotypes from male executives, tasks being tailored to suit males, and low self-esteem on the part of women. However, this study does not focus on Indian firms. The finding that gender stereotype hinders women ability to occupy top positions of management in companies is confirmed by Rincón et al. (2017). The authors established that stereotypes against women limit their opportunities, as well as incentives for promotions relative to men. The authors also established that expectations regarding what women are and how they need to act always subject their leadership ability to doubt, and can economically and socially penalise women who have access to executive positions. The finding by Einarsdottir et al. (2018) that low self-esteem undermines women’s ability to occupy senior positions is supported by the findings of Gino et al. (2015), which revealed that women are often unappreciated for their accomplishments and are often blamed for all mistakes, which in turn negatively impact their self-confidence. The findings on gender discrimination and stereotypes as a hindrance to the occupation of executive positions by women are also confirmed by the findings of Bismark et al. (2015). However, this study is also not conducted within the context of India, as it focuses on Australia. Whereas the findings of the study conducted by Nikolaou (2017) also identify the impediment of gender stereotypes, absence of self-confidence evidence, unconscious bias, and conventional view of women, these findings proceed further to reveal the aspect of sexual harassment and leaderships style as hindrances to the occupation of executive positions by women. Nonetheless, this study is not conducted in the context of Indian companies.

In a different study executed by Fallahi et al. (2015), the findings revealed that sex discrimination, old boy network, and glass ceiling are the barriers to women occupying top management positions in organisations. The authors established that these three hindrances make women develop the feeling of being under others’ control, which in turn limits their efficiency and creativity. As such, it can be noted that the findings of Fallahi et al. (2015) support the findings of that eroded self-confidence is a hindrances to the occupation senior management positions by women. Nonetheless, this study is not executed within the Indian context.

The findings on glass ceiling and self confidence as hindrances to the occupation of executive positions are confirmed by the findings of Gray (2020). These findings indicated that women had a robust feeling of being impeded to attain senior ranks by glass ceilings that occur for women as they advance their careers. Moreover, the findings showed that women’s low self-esteem negatively impacted their willingness or readiness to access top management positions in organisations. The findings also revealed that women are always overlooked when it comes to the issuance of promotions due to organisational and social impediments, and that women continue to be resilient in their efforts to pursue senior leadership. Nevertheless, even though this study focused on factors that hinder women from accessing senior management positions in organisations it was not conducted within the context of women in middle level positions or women who are actively involved in the employment market, but by focusing on the responses of students who are preparing to venture into the employment sector and their professors. In additions, the study was not executed within the Indian context.

Measures that Should be Embraced to Address the Barriers to Occupying Top Management Positions Among Women

Studies have established measures that can be embraced to address the problem of women’s underrepresentation in senior organisational positions of management (Fallahi et al., 2015; Newman et al., 2017; Rincón et al., 2017; Fritz et al., 2017). Fallahi et al. (2015) recommend the codification of regulations or policies within organisations in which the rights of women are taken into consideration as same or equal as the men in relation to their gender, abilities, management power, and knowledge and experience. Moreover, the authors recommend the employment of television in promoting people’s knowledge concerning women’s role within high senior organisational position in terms of TV shows, movies, and training program. The implementation of effective policies as a means of enhancing women’s involvement in senior management positions is also supported by the findings of Newman et al. (2017). Nonetheless, the findings of Newman et al. (2017) proceed further to reveal other strategies or measure that should be embraced to address the problem of underrepresentation of women with executive organisational positions. These strategies include implementation of special measures and creation of enabling conditions for dismantling gendered disadvantage, naming stereotypes, and organisational gender analysis. Furthermore, the findings shows that political synergies and strategies with autonomous feminist agencies or movements can also be employed in increasing women’s effective and full participation, as well as equal opportunities.

In their study, Rincón et al. (2017) proposed the combination of short-term strategies to offer the needed support for women with the aim of accessing senior positions of management with other long-term strategies targeted at boosting analysis, as well as the process of learning throughout society. The short-term measures proposed by the authors are increasing awareness within the corporate sector concerning the benefits associated with involving women in executive positions and intensifying strategies or efforts targeted at improving opportunities available for women when it comes to their career advancement. On the other hand, the long-term measured recommended by the authors are targeted at eradicating prejudices that impede women’s access to executive positions. These measures include intensification of efforts dedicated to realizing greater knowledge associated with all process that lead to gender imbalances and incorporation of gender perspectives within different context. Fritz et al. (2017) also emphasise the significance of creating a workplace setting that is more favorable to organisational recognition and communal orientation for women so that they can aspire to occupy top positions of leadership in organisations. However, as in the case of other studies, this study was not conducted within the context of Indian organisations.

Summary

The findings of the existing literature reveal that there exist many barriers to the occupation of executive positions or senior ranks by women in companies. These impediments include  old boy networks, glass ceilings, gender stereotypes, low self-confidence, tasks tailored to needs of men, absence of recognition, sexual harassments, and gender discrimination (Rincón et al., 2017; Gino et al., 2015; Gino et al., 2015; Bismark et al., 2015; Nikolaou, 2017; Fallahi et al., 2015; Einarsdottir et al., 2018; Gray, 2020). The findings of the existing body of literature also identify measures and strategies that should be embraced to address the barriers to the occupation of top management positions by women including the establishment of policies that ensure the representation of women in executive positions in companies, employment of television in creating awareness of the significance of involving women in senior organisational ranks, elimination of conditions that enhance gendered disadvantage, organisational gender analysis, political initiatives targeted at increasing women’s effective and complete participation, naming stereotypes, and awareness creation at the corporate level about the importance of women’s involvement in top management (Newman et al., 2017; Fallahi et al., 2015; Fritz et al., 2017; Rincón et al., 2017). Nevertheless, despite these findings revealing the barriers and remedies to the issues impeding women from attaining senior organisational ranks, they are not executed within the context of Indian companies. As such, the proposed study will focus on filling this gap by focusing on this area of study within the context of companies in India.

Research Methodology

Research Design

This study will employ the qualitative research design in accomplishing the research objective or addressing the research questions. According to Lune and Berg (2017), qualitative research design focuses in the collection and analysis of non-numerical data such as audio, video, or text with the aim of comprehending experiences, opinions, or concepts. This research design is employed in gathering in-depth insights into an issue or generating novel ideas for research (Taylor et al. 2015). As such, this research design will enable the researcher to gather opinions of participants concerning the hindrances to the occupation of top management positions by women in Indian firms or companies. This design will also enable the researcher to gather in-depth information from participants regarding their opinions on the strategies that should be embraced to increase the participation of women in executive roles within Indian companies.

Participant Selection

Participants will be selected based on purposive sampling technique. According to Taylor et al. (2015), purposive sampling depends on the researcher’s judgment when it comes to the selection of the units such as people, events, organisations, cases, and pieces of data to be studied. In many cases, the sample under investigated is often smaller relative to that involved in probability sampling technique. For instance, this study will focus on a small sample considering that only women in middle management positions and supervisors will be included in the study, as participants, and LinkedIn will play a vital role in the identification of potential participants. Lune and Berg (2017) assert that the primary goal of purposive sampling is the focus on a given features of a population of interest, which will best enable the researcher to address the research questions. This study will require women with experience in leadership and aspiration to be in the executive or top management positions. As such, selecting women supervisors and women in middle management position will enable the researcher to address the research question in an effective manner.

Data Collection

Data collection will be accomplished by means of interviews. Interview method is preferred, as it will enable the researcher to collect in-depth information from participants concerning factors that hinder women from occupying top management ranks in Indian companies and measures that should be embraced to address these factors, as suggested by Taylor et al. (2015). This data gathering technique is also preferred as it will enable the researcher to collect firsthand information about the phenomenon under investigation (see the predetermined interview questions in the appendix).

Data Analysis

Data analysis will be accomplished by means of content analysis. This data analysis technique will enable the researcher to disintegrate enormous volumes of data gathered from participants by categorizing them into key themes, as suggested by Hennink et al. (2020). Content analysis is also suitable for this study considering that the researcher will be analyzing interview data, which will be bulky.

Research Ethics

Ethics play a significant role in the execution of research. According to Taylor et al. (2015), adhering to ethics in research contributes to the promotion of the study aims such as truth, knowledge, and prevention of error by prohibiting against falsifying, fabricating, and misrepresenting study data. Besides, observing ethical standards in a study promotes values considered essential to the realization of collaborative work including fairness, mutual respect, accountability and trust (Hennink et al., 2020; Lune, & Berg, 2017). Owing to the significance of adhering to ethics in research, this study will ensure that ethical guidelines are observed in ways. First, the researcher will inform participant about the study and its benefits after which the investigator will proceed to seek their consent before involving them this study. Second, the researcher will inform participants about their liberty to disengage from the study at their will whenever they desire to do so. Third, the researcher will ensure anonymity of participants by not including any biometric information such as names that may lead to their identification. Fourth, the researcher will ensure the confidentially by avoiding the sharing of data gathered from participants by third-parties. Only analyzed information will be shared by other parties.

Limitations of the Study

Since this study will focus on the collection of data by means of interviews, vital information could be lost during the analysis of bulky data gathered from participants. However, adequate caution will be embraced to ensure that all critical information is captured during data analysis by content analysis. Moreover, since this study is qualitative, the establishment of the relationship between women and various factors that hinder their attainment of senior ranks will not be possible.

Schedule for Time Management

Figure 1. Gantt chart employed in ensuring effective management of time