際際滷

際際滷Share a Scribd company logo

How qatari women make it to the top 28 march 2010

DR Hend Al Muftah
DR Hend Al Muftah

The document summarizes the findings of a study examining the organizational constraints to Qatari females advancing to top positions. It finds that while Qatari females are well represented in medium and lower management, they are still lagging in reaching senior management levels. The study found no discrimination in selecting or recruiting Qatari female candidates, or in policies around compensation and training. However, the promotion rate of Qatari females was slow. The document concludes that gender-specific and gender difference factors, rather than organizational factors, are the major barriers hindering Qatari female career advancement. It suggests actions like education, supportive infrastructure, and family-friendly policies and regulations to further facilitate female participation in senior roles.

1 of 23
10th ASHRM International Conference & Exhibition HR is Business 29-31 March 2010 How do Qatari Females Make it to the Top? An examination of the Organizational Constraints to their Advancement Hend Al Muftah QU, Qatar
Agenda Introduction QF at Labor Force Methodology Findings & Results Conclusion Whats next? Q & A
To start with. Women without her man is nothing Use the right punctuations? Males wrote Women, without her man, is nothing Females wrote Women: without her, man is nothing
1. Introduction For many decades, women worked in a Relatively low-paying (vertically segregation as admin & clerical jobs) Predominantly female jobs (horizontally segregation as teaching & nursing jobs) Women who chose non-traditional jobs faced some obstacles at their workplaces as isolation, limited access to training opportunities & promotion
1. Introductioncont. Analyses of the gender pay gap & occupational segregation focused on: Gender-specific family commitments Gender-differences qualifications or labor market treatment of similarly qualified individuals Glass Ceiling 1%-5% ILO, 2004
1. Introductioncont. Arabian world 5% in Lebanon & Qatar 7% in KSA 11% in Kuwait Glass 12% in Oman Ceiling
At the Western countriesGender-specific & gender-differences have failed to explain the poor progression of women in management Failure was due to organizational factors as: preference for male candidates in recruitment/promotion/assignments pay differences limited training/promotion opportunities
2. QF at labor Force QF attained soaring levels of education QF 18% of total workforce in 2007 83% in education & 72% in health 5% of QF are at managerial positions Contributing factors were mainly Social & cultural aspects gender-specifics & gender-differences BUT NOT Organizational factors!!!
Why Not?? Equal opportunity constitution Leadership support Changing role of women at Qatari society
3. MethodologyHypothesis H1 QF have good representation at the investigated organizations at all managerial levels. H2 Selection and recruitment for managerial positions is based on equal opportunities and criteria for both males & females. H3 Organizational polices of working hours, compensation, training, engagement in critical projects and promotion do not differentiate between females and males.
4. Findings & Results 74% of respondents are males 61% recruits currently ONLY between 1-10 QF at managerial positions13% not all 85% lower management, 55% supervisory management
3. Findings & ResultsSelection Criteria: equal opportunities QFs managerial & leadership skills & competencies (52%) QFs right for the position advancement (52%). Barriers to recruiting QF Interviewed Females Stereotyping & negative preconceptions of womens role & abilities (89%) Interviewed Male ...Commitment to personal & family responsibilities (91%)
3. Findings & Resultsselection In terms of positions type Admin/Technical, 52% does not differentiate between F/M 44% preferred admin positions 4% preferred technical positions !!! 58% of engineering students are females% is 37% preferred F candidates for managerial positions: more productive (59%), more committed (57%) more creative and innovative (50%) more educated and knowledgeable (39%) more strict to policies and procedures (30%)
3. Findings & ResultsSelection 63% preferred M candidates: mix-gender environment (100%) more committed to working hours (80%) more committed to work responsibilities (40%) more educated and knowledgeable (20%) wiser in making work-related decisions (20%)
3. Findings & Resultspolicies 69.5% active participation of QF in Developmental Projects in their organizations Equal working hours & compensation policy Differences in allowances due to government policies: Housing/national allowance Training: 73% managerial & 80% technical
3. Findings & Results Promotion Over the last 3 years, 57% promoted less than 5 QF & 14% promoted more than 20 QF 64% of QF at were promoted to head section 45% promoted to unit head 23% to department director 18% to general manager.
NO SINGLE QF PROMOTED FOR CEO POSITION This position is not a real challenge to the QF taking into account her astonishing educational attainment and amazing talents and competencies. However, such position require some kind of scarifying from her family side and more commitments in terms of longer working hours and many business trips
NO SINGLE QF PROMOTED FOR CEO POSITION Women work fewer hours and experienced more career interruptions, mostly due to family demands and maternity leave, and both factors worked against women's progression in the past and in the present.
3. Findings & ResultsBarriers 78% No barriers 22% have barriers as follow: long working hours (80%) business meeting off the workplace (80%) abroad business trips (60%) interacting with males (60%) non-English proficiency (20%)
4. Conclusion QF are well represented in the medium & lower levels of management, however, they are still lagging behind the QM in reaching the senior management levels. Absence of any discrimination in selecting/recruiting QF candidates for the managerial positions. Absence of any discrimination in terms of policies, compensation, & training Slow rate of QF promotion
5. Whats Next ? Gender-specific & gender differences NOT organizational factors are the major factors that hinder QF from their career advancement
So,,,, EducationVocational and lifelong learning opportunities for QF through their organizations. Supportive infrastructure, gender- sensitive, HR strategies, that will facilitate females participation in the senior management positions. Review of labor laws & regulations as family-friendly policies (flexible working hours, child care facilities, etc.)
Thanks for your attention Q&A

More Related Content

How qatari women make it to the top 28 march 2010

  • 1. 10th ASHRM International Conference & Exhibition HR is Business 29-31 March 2010 How do Qatari Females Make it to the Top? An examination of the Organizational Constraints to their Advancement Hend Al Muftah QU, Qatar
  • 2. Agenda Introduction QF at Labor Force Methodology Findings & Results Conclusion Whats next? Q & A
  • 3. To start with. Women without her man is nothing Use the right punctuations? Males wrote Women, without her man, is nothing Females wrote Women: without her, man is nothing
  • 4. 1. Introduction For many decades, women worked in a Relatively low-paying (vertically segregation as admin & clerical jobs) Predominantly female jobs (horizontally segregation as teaching & nursing jobs) Women who chose non-traditional jobs faced some obstacles at their workplaces as isolation, limited access to training opportunities & promotion
  • 5. 1. Introductioncont. Analyses of the gender pay gap & occupational segregation focused on: Gender-specific family commitments Gender-differences qualifications or labor market treatment of similarly qualified individuals Glass Ceiling 1%-5% ILO, 2004
  • 6. 1. Introductioncont. Arabian world 5% in Lebanon & Qatar 7% in KSA 11% in Kuwait Glass 12% in Oman Ceiling
  • 7. At the Western countriesGender-specific & gender-differences have failed to explain the poor progression of women in management Failure was due to organizational factors as: preference for male candidates in recruitment/promotion/assignments pay differences limited training/promotion opportunities
  • 8. 2. QF at labor Force QF attained soaring levels of education QF 18% of total workforce in 2007 83% in education & 72% in health 5% of QF are at managerial positions Contributing factors were mainly Social & cultural aspects gender-specifics & gender-differences BUT NOT Organizational factors!!!
  • 9. Why Not?? Equal opportunity constitution Leadership support Changing role of women at Qatari society
  • 10. 3. MethodologyHypothesis H1 QF have good representation at the investigated organizations at all managerial levels. H2 Selection and recruitment for managerial positions is based on equal opportunities and criteria for both males & females. H3 Organizational polices of working hours, compensation, training, engagement in critical projects and promotion do not differentiate between females and males.
  • 11. 4. Findings & Results 74% of respondents are males 61% recruits currently ONLY between 1-10 QF at managerial positions13% not all 85% lower management, 55% supervisory management
  • 12. 3. Findings & ResultsSelection Criteria: equal opportunities QFs managerial & leadership skills & competencies (52%) QFs right for the position advancement (52%). Barriers to recruiting QF Interviewed Females Stereotyping & negative preconceptions of womens role & abilities (89%) Interviewed Male ...Commitment to personal & family responsibilities (91%)
  • 13. 3. Findings & Resultsselection In terms of positions type Admin/Technical, 52% does not differentiate between F/M 44% preferred admin positions 4% preferred technical positions !!! 58% of engineering students are females% is 37% preferred F candidates for managerial positions: more productive (59%), more committed (57%) more creative and innovative (50%) more educated and knowledgeable (39%) more strict to policies and procedures (30%)
  • 14. 3. Findings & ResultsSelection 63% preferred M candidates: mix-gender environment (100%) more committed to working hours (80%) more committed to work responsibilities (40%) more educated and knowledgeable (20%) wiser in making work-related decisions (20%)
  • 15. 3. Findings & Resultspolicies 69.5% active participation of QF in Developmental Projects in their organizations Equal working hours & compensation policy Differences in allowances due to government policies: Housing/national allowance Training: 73% managerial & 80% technical
  • 16. 3. Findings & Results Promotion Over the last 3 years, 57% promoted less than 5 QF & 14% promoted more than 20 QF 64% of QF at were promoted to head section 45% promoted to unit head 23% to department director 18% to general manager.
  • 17. NO SINGLE QF PROMOTED FOR CEO POSITION This position is not a real challenge to the QF taking into account her astonishing educational attainment and amazing talents and competencies. However, such position require some kind of scarifying from her family side and more commitments in terms of longer working hours and many business trips
  • 18. NO SINGLE QF PROMOTED FOR CEO POSITION Women work fewer hours and experienced more career interruptions, mostly due to family demands and maternity leave, and both factors worked against women's progression in the past and in the present.
  • 19. 3. Findings & ResultsBarriers 78% No barriers 22% have barriers as follow: long working hours (80%) business meeting off the workplace (80%) abroad business trips (60%) interacting with males (60%) non-English proficiency (20%)
  • 20. 4. Conclusion QF are well represented in the medium & lower levels of management, however, they are still lagging behind the QM in reaching the senior management levels. Absence of any discrimination in selecting/recruiting QF candidates for the managerial positions. Absence of any discrimination in terms of policies, compensation, & training Slow rate of QF promotion
  • 21. 5. Whats Next ? Gender-specific & gender differences NOT organizational factors are the major factors that hinder QF from their career advancement
  • 22. So,,,, EducationVocational and lifelong learning opportunities for QF through their organizations. Supportive infrastructure, gender- sensitive, HR strategies, that will facilitate females participation in the senior management positions. Review of labor laws & regulations as family-friendly policies (flexible working hours, child care facilities, etc.)
  • 23. Thanks for your attention Q&A