The Glass Ceiling and Women The unseen

The authors indicated that one important area that was underrepresented in the literature was the decision-making processes in American organizations that are applied in making selections for promotion to top-management positions (Powell & Butterfield, 1994, pp. 68-86).

The new data analyzed by the authors were collected for the period extending from January 1987 through February 1992. A large department of the federal government was the participating organization. Data were collected in relation to 32 positions that were filled in the department during the relevant period, and to the actions of the review panels that assessed the qualifications, and the actions of the selection officials who made promotion recommendations in relation to the 438 applicants for the 32 vacancies (Powell & Butterfield, 1994, pp. 68-86.

The researchers hypothesized that gender would influence promotion decisions in such a way that women would receive less favorable outcomes than men in the selection of personnel for top-management positions.

The implied null hypothesis held that no statistically significant differences would exist in the response distributions. As the data presented in Table 3 indicate, however, the response distribution differences were statistically significant at p<.001. Thus, the implied null hypothesis was rejected, and it was found that a statistically significant preponderance of the respondents thought that fewer women were selected for promotion to upper-level management at the focus organization because an overt company policy causes fewer women than men to be inducted into lower- and middle-levels of management.

 

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