Do ownership structure and governance characteristics affect the representation of women in French boardrooms? Do factors demining the representation of women directors depend on the affiliation of women directors? The first question concerns firm characteristics as determinants of women directorship, whereas the second examine the role of firm characteristics as determinants of family and no-family affiliated women directors. This paper analyzes gender diversity among the boards of directors of firms listed in the SBF 120 Index during a 6-year period running from 2007 to 2012. It makes two main interesting contributions.
Broad and S. Fleming, Nella Last’s War (Sphere edn. 1983) • Royal Commission of Equal Pay, Report, CMD 6957 (HMSO 1940) Fighting for their Rights: • Hester Eisenstein, Gender Shock: Practicing Feminism on Two Continents (Boston: Beacon Press, 1991) • Anne Summers, “Feminism on Two Continents: The Women’s Movement in Australia and the United States,”, Melbourne 1994 • Ellen Carol DuBois. Harriot Stanton Blatch and the Winning of Woman Suffrage. New Haven 1997 • Cheryl R. Jorgensen-Earp. “The Transfiguring Sword”: The Just War of the Women’s Social and Political Union Each of the four secondary sources provided with valuable overviews of the social and political changes revolving around women during this time period.
More than 56% of Women are more guarded about taking steps in leadership roles. People Connect: Business network is a socio economic activity that requires people to be connected with each other. Females get less time to be connected with other people due to family responsibilities as pet (Eagly & Carli ,2007) . The research done by KPMG (2015) reveled that networking help in building self-confidence and encouraged leadership roles among females. Barriers of the women in Developing
Gender & Society, 21, 797-803. Duman, F. (2012). The roots of Modern Feminism: Mary Wollstonecraft and the French Revolution. International Journal of Humanities and Social Science, 2(9), 75-89. Faludi, S. (1992) Backlash: The Undeclared War Against Women.
Well developed business fame when companies prove their promise to diversity through proactive promotion and recruiting efforts. An organization known for its ethics, fair employment practices and appreciation for diverse talent can attract qualified applicants. The society in nowadays, people are pursuing equality and anti discrimination. For example, there are some policies that set up to avoid discrimination and it is one of the major causes of diversity workforce. This trend arouse our interest to investigate the effect of diversity workforce.
In an article “India’s Incredible Women” printed in Express-Travel world, September (2007), influential ladies of hotel industry discussed their work experience, challenges faced and success mantra. Delyse Braganza, Vice President-Sales and Marketing, Kamat Hotels, India, said that, to be successful in the industry one should follow three D’s, i.e. Discipline, Dedication and Determination; and always have distinctive approach towards ones career, as she herself took her profession as of chef not as women chef. Shatbhi Basu, Mixologist, Beverage Consultant, Director-Stir Academy of Bartending, emphasize on the body language, self- control and self-confidence can lead to be most possible achievements of any women
The following paper addresses the topic of diversity within a workforce on the example of Google. DeNisi and Griffin (2005, p.509) state that, ' diversity exists in a group or organization when its members differ from one another along one or more important dimensions.' . Firstly, in today’s business world, increasing emphasis has been put on this particular topic as organisations nowadays have realised that a business as a whole will be more successful hiring smart and highly skilled employees disregarding their gender, possible special needs, national background or religious believes. A workforce, that is diverse is one that is capable of getting the most out of a company in every aspect.
Studies have indicated that the numbers of female managers in most nations are increasing but the numbers of women in top management positions in large corporations remain depressingly low in most countries. This phenomenon of few women in top corporate positions is often ascribed to a discriminatory glass ceiling that prevents women from rising to high positions (Hymowitz & Schellhardt, 1986). “The best leadership is found by choosing leaders from the largest pool of talent, and that includes women. Opening doors for women fosters equal opportunity and can help a society to allocate its human resource optimally. With excellence in leadership in short supply, no group, organization or nation should tolerate the losses that follow from unfairly restricting women’s access to leadership roles (Eagly & Carli, 2007, p11) 1.2 Background of
It is identified that properly planned employment practices is helpful for the employees to achieve proper WL-balance. It is indirectly useful in making significant improvement in the business of the banks. After changing the working environment of the banks, women employees should also get an equal employment opportunity. Thus, through WL-balance, banks are able to provide various opportunities to women as well (Chuang, Donegan, Ganon and Wei, 2011). Married women are facing more problems in comparison to female employees for working with an organization.
The world Conference of UNO in Mexico from 19th June - 2nd July, t975 on the ‘Decade for Women', adopted the new World Plan of Action for application of the objectives of the international women's Year, with a global consensus on what should be done to improve the conditions of women economically, socially and politically 2. The Indian Government situated a committee to study the ‘status of Women’. The status of Women Committee Report was used to draw up the National Plan of 1976 based on UN's World Plan of Action for Women,3 this resulted in a new consciousness about focusing on women for national development in India, more as equal partners than as targets for welfare policies. But women’s issues did not have much of an impact except that in the Sixth Five Year Plan of India, a chapter was included wherein only the magnitude of women’s problem was defined. The Seventh Five Year Plan first time in India emphasized a qualitative focus such as developing confidence amongst women and creating awareness about their rights and privileges, guiding them for economic activity and employment.