Constraints of women’s Empowerment in Iran Governmental Organizations

Subject Areas : Public Policy In Administration

شمس السادات زاهدی ¹ , فریده دهقانیان ²

1 - ندارد
2 - مسئول مکاتبات

Received: 2014-08-30 Accepted : 2014-08-30 Published : 2011-12-22

Keywords:

Abstract :

Abstract Today, such issues as recruitment, retention, and promotion of experts in governmental organizations, with the purpose of increasing productivity of the workforce and, ultimately, of the organization have led the organizations to revise their management models and to make use of new approaches and management strategies. Meantime, one of the most effective processes in human resources management is empowerment. The main aim of this study is to identify women's empowerment constraints in Iranian governmental organizations. These constraints were survyed according to various theories such as power, human capital, gender analysis etc, and were classified and measured according to the three ramifications model in three dimensions of context, structure, and behavior. At the end, the conceptual and analytical patterns of the research were provided. The method of data collec 􀆟on in this research was descrip􀆟 ve survey. 385 people were selected from the statistical community of working women in Iranian governmental   organizations, with simple random sampling method. To collect data and measure the   dimensions of the restric     􀆟ons, a ques􀆟 onnaire with reliability of 84/4% was built. To measure the validity, the Delphi Technique was used; to determine the characteristics of   the respondents, descriptive statistics was used; and to examin the impact of the   constraints and the degree of importance for each of them in the empowerment of   women, the inference statistics was used. Goodness of fit index expresses the   appropriateness of the measurement model with dimensions of constraints.   The results indicated that all three constraints categories identified affect women's   empowerment. In terms of the degree of importance, social and cultural constraints   (weigh     􀆟ng 0.37) are in the first place, individual and behavioral constraints (weigh􀆟 ng 0.33) are in the second rank, and structural and organiza     􀆟onal constraints(weigh􀆟 ng 0.28) are in the third place.   Based on the findings of the study, it is suggested that the managers and the policymakers   pay specific attention to the social, cultural and other constraints of working   women in managerial positions in order to empower them and facilitate their promotion.   Such studies can be used to improve the human resources productivity and,   ultimately, that of the organization.