Women’s role in organizations and public opinion
-
Author(s)Natela TsiklashviliLink to ORCID Index: https://orcid.org/0000-0003-0638-7376
,
Tamila TurmanidzeLink to ORCID Index: https://orcid.org/0000-0003-4710-2285
,
Tamar BeridzeLink to ORCID Index: https://orcid.org/0000-0002-8290-0998
-
DOIhttp://dx.doi.org/10.21511/ppm.17(2).2019.39
-
Article InfoVolume 17 2019, Issue #2, pp. 510-517
- 1045 Views
-
179 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Georgia still faces urgent problems of women employment, level of raising women’s qualification and restricted career opportunities. It impacts economic indicators as well.
Proceeding from the topicality of the problem, the goal of the research is to study the attitude towards the role of women in present-day organizations, applying complex methods of information gathering and analysis, quantitative methods of research.
The conducted research and analysis of outcomes led to the conclusion that, despite progressive changes in the state and society attitude towards gender equality, still there are many controversial issues. It is a typical situation for many countries. Although women represent half of the able-bodied population worldwide, their portion in GDP is only 37%. It indicates that full utilization of women’s potential is not or cannot be accomplished. It is significant to identify the hindering reasons.
The research results show that the hindering factors of women’s self-realization and career advancement in Georgia are: 61% – family, 27% – education/less qualification, 25% – stereotypes, 34% – inflexible work schedule and inconvenient conditions.
The authors think that, in order for the state to make maximum utilization of women’s resources as a valuable economic and political asset, it is necessary that government work out efficient ways to create convenient conditions for women. At the same time, all companies must have labor management strategy that can bring success if all aspects of women’s work in each component will be actively applied.
- Keywords
-
JEL Classification (Paper profile tab)A10, E24, J71, J16, M54, Z30
-
References31
-
Tables2
-
Figures2
-
- Figure 1. Distribution of percentage share of women in the companies
- Figure 2. Women carrer growth factors
-
- Table 1. The characteristic features of the employed men are evaluated by 7-point system (1 point – very bad; 7 points – very good)
- Table 2. The characteristic features of the employed women are evaluated by 7-point system (1 point – very bad; 7 points – very good)
-
- Aguirre, D., Hoteit, L., Rupp, C., & Sabbagh, K. (2012). Empowering the Third Billion. Women and the World of Work in 2012. London: Booz and Company publishing.
- Beridze, T. (2016). Issues of State Regulatory for Tourism Activities and Improvement of Regional Tourism Development.
- Borisova, D., & Sterkhova, O. (2012). Women as a Valuable Asset. McKinsey & Company.
- Catalyst. (2016). Legislative Board Diversity.
- Economist Intelligence Unit. (2010). Women’s economic opportunity.
- Ernst & Young. (2015). Groundbreakers. Using the Strength of Women to Rebuild the World Economy.
- European Commission. (2015). Accelerating Business Growth by Gender Balance in Decision – Making. Women in Middle Management in Italy, Latvia, Romania, Spain and UK.
- European Women’s Lobby. (2015). Woman’s Economic Independence in Times of Austerity.
- Global Financial Alliance for Women. (2016).
- Goldman Sachs Group. (2009). The Power of the Purse: Gender Equality and Middle-Class Spending. Global Markets Institute.
- Hasting, P. (2013). Breaking the Glass Ceiling: Women in the Boardroom.
- International Labour Organization (ILO). (2015). Women in Business and management Gaining Momentum.
- Kim, D. (2017). Top 20 Most Important Woman in Marketing.
- Lagerberg, F. (2016). Woman in Business: turning promise in to practice (Grant Thornton International Business Report). Grant Thornton International Ltd.
- Lorber, J. (2001). Feminist Theories and Politics. Oxford University Press.
- Merchant, K. (2012). How Men And Women Differ: Gender Differences in Communication Styles, Influence Tactics, and Leadership Styles (CMC Senior Theses No. 513).
- Miss, M., & Li, E. (2013). 5 Facts: Gender and Education. Thomson Reuters Foundation News.
- National Statistics Office of Georgia (Geostat). (n.d.).
- National Woman’s Low Centre. (2013). Sex Stereotypes: How They Hurt Women in the Workplace – and in the Wallet.
- Northehaus, P. (2010). Leadership: Theory and Practice (375 p.). Thousand Oaks: Sage.
- Page, S. (2007). The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. NJ: Princeton University.
- Patel, G. (2013). Gender Differences in Leadership Styles and the Impact within Corporate Boards. The Commonwealth Secretariat.
- Robb, M. (2014). The role of men in gender equality. The Open University.
- Silverstein, M., & Sayre, K. (2009). The Female Economy. Harvard business review, 87(9).
- Tourism Watch. (2015). Frauen im Tourismus.
- Tsiklashvili, N., & Turmanidze, T. (September 08-16, 2018). Quantitative and qualitative indicators of gender equality. Paper presented at III International scientific and practical forum “Innovations in science “the challenges of our time”, Bulgaria – Ukraine.
- Turmanidze, T. (2017). Women’s Economic Opportunities and the Trends of Their Realization in Georgia (Dissertation).
- Ward, J., Bernice, L., Baptist, S., & Jackson, H. (2010). Gender Equality and Economic Growth. London: Chatham House.
- Woetzel, J. (2015). The Power of Parity: How Advancing Woman’s Equality Can Add $12 Trillion to Global Growth (Working Papers No. 7570). Mskinsey & Company.
- Women in Marketing. (n.d.).
- World Economic Forum. (2014). Global Gender Gap Report.
-
Impact of teleworking on job satisfaction among Slovakian employees in the era of COVID-19
Peter Karácsony
doi: http://dx.doi.org/10.21511/ppm.19(3).2021.01
Problems and Perspectives in Management Volume 19, 2021 Issue #3 pp. 1-9 Views: 3820 Downloads: 1225 TO CITE АНОТАЦІЯThe COVID-19 pandemic, which became a global crisis in 2020, has radically transformed people’s normal lives in a matter of weeks. In addition to the health consequences, the virus has had a significant impact on the society and the economy, including the labor market. The present study aims to assess how traditional working has been transformed into teleworking in Slovakia. The study examines whether Slovakian workers are satisfied with teleworking. The questionnaire survey was conducted in December 2020 during the second wave of the coronavirus in Slovakia. Based on the obtained results, a significant relationship between teleworking satisfaction and salary satisfaction, supervisory support, and job autonomy was found. Based on the obtained results, teleworking introduced due to the coronavirus had a clear positive effect on job satisfaction of the examined Slovakian employees. As a result of teleworking, the relationship between manager and subordinate has improved, and work-life balance has also developed favorably.
Acknowledgments
This study was funded by the Pallas Athéné Foundations. -
Relationship of generations X, Y, Z with new communication technologies
Adriana Grenčíková 
,
Sergej Vojtovič
doi: http://dx.doi.org/10.21511/ppm.15(si).2017.09
Problems and Perspectives in Management Volume 15, 2017 Issue #2 (cont. 3) pp. 557-563 Views: 2372 Downloads: 685 TO CITE АНОТАЦІЯAt present times, the impact of new technologies on job creation is going to be a serious problem in personnel management. In the human resources contents, this issue still remains in minor attention. As a result of new communication technologies development in the near future, we will be facing too many changes in working patterns and demands on staff regarding job requirements. Simultaneously with the above stated changes on labor market, a new generation of workers is emerging that grew up with the development of communication technologies, they profess different lifestyle from the one the generations have had before. Many of these generations become employers and bring new approaches to employment of people being different from traditional working patterns. Despite the facts being alleged in this study, it is difficult to estimate to what extent those changes will affect Slovak labor market. Gradual development of technologies is an ongoing process in Slovakia as well and in four years robotics is to be a key technology in most manufacturing plants mainly in automotive industry. Currently, three generations are present on labor market that may have a different approach to changes being implemented nowadays. In this study, the authors analyze the survey results on the use of communication technologies by Generations X, Y, Z, and their abilities to be prepared for changes on labor market. Survey provides interesting information about the access of different generations to communication technologies and their relationship with technical innovations.
-
Female managers and their characteristics in the Trenčin region, Slovakia
Elena Delgadová , Monika Gullerová
doi: http://dx.doi.org/10.21511/ppm.15(si).2017.08
Problems and Perspectives in Management Volume 15, 2017 Issue #2 (cont. 3) pp. 549-556 Views: 1437 Downloads: 265 TO CITE АНОТАЦІЯGender equality has been a major principle of the European Union since the Treaty of Rome introduced the principle of equal pay for men and women in 1957. Gender equality means the same rights and opportunities for women and men across all sectors of society. The primary objective of the paper is to explore the management style of women, as well as their distinctive characteristics. It is believed that these distinctive features have a major influence upon their career-related behavior. The contribution tries to underscore the fact that women of the 21st century can prove themselves successfully in managerial positions within organizations, even though their career development is still hampered by gender inequality, since the world of management is a male-dominated field. Women in management positions have considerable, yet not fully utilized potential, which could help companies to succeed. In the paper, a questionnaire was used to obtain the relevant data on the management style and characteristics of female managers in the Trenčin region, Slovak Republic. At a later stage, the sepre-research findings will be used to conduct a comparative study in cooperation with the colleagues from the Universidad de Valencia and Universidad Catolica de Valencia San Vicente Martir in the Spanish region of Valencia.
