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 mod
More
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.
Manuscript profile