Explaining the factors of job tenure of women in management levels with a structural equation modeling approach

Subject Areas : Quarterly Journal of Woman and Society

Hoda Mojtahedzadeh ¹ , Gholamreza Memarzadeh Tehran ² , Ghanbar Amirnejad ³ , Foad Makvandi ⁴ , Sirus Korahi Moghadam ⁵

1 - Department of Public Administration، Shoushtar Branch, Islamic Azad University, Shoushtar, Iran. Iran.
2 - Department of Public Administration، Science and Research Branch, Islamic Azad University, Tehran, Iran.
3 - , Department of Public Administrationt, South Tehran Branch, Islamic Azad University, Tehran, Iran.
4 - Department of Public Administration، Shoushtar Branch, Islamic Azad University, Shoushtar،Iran.
5 - Department of Public Administration ،Masjedsoleiman Branch, Islamic Azad University, Masjedsoleiman, Iran.

Received: 2021-05-31 Accepted : 2022-07-16 Published : 2022-06-22

Keywords: Women, Management, Job tenure, Ministry of Health and Medical Education,

Abstract :

Introduction: Breaking the glass ceiling and seeing female executives is no longer impossible. What has become a problem for women today is maintaining their position at the managerial level. The shorter tenure of female managers compared to their male counterparts is a challenge that arises from the intersection of structural and psychological-social factors. The purpose of this study is to design a model of job tenure for female managers in organizations affiliated to the Ministry of Health and Medical Education.
Method: This research is applied in terms of purpose and is descriptive-survey based on the data collection method. The statistical population of the study includes 220 female managers in organizations affiliated to the Ministry of Health and Medical Education of Ahvaz city who were selected by census method. To collect data, fuzzy technique was used in the qualitative section and a researcher-made questionnaire was used in the quantitative section. The validity and reliability of the questionnaire were calculated and confirmed by experts and Cronbach's alpha coefficient (0.90). To test the research hypotheses, the structural equation model in PLS software was used.
Findings: The results showed that organizational and cultural factors have a greater role in explaining job tnure. managers' evaluation based on success instead of gender, equality in the distribution of rewards and results, monitoring the performance of managers away from gender and access to information resources of the organization are the most important factors of job tenure.

References:

1. Ryan MK, Haslam SA. The glass cliff: Exploring the dynamics surrounding the appointment of women to precarious leadership positions. Academy of management review. 2007;32(2):549–72.


2. Main BGM, Gregory‐Smith I. Symbolic management and the glass cliff: Evidence from the boardroom careers of female and male directors. British journal of management. 2018;29(1):136–55.


3. Zarghamifard, M., Behboudi M. The Glass Cliff Phenomenon: Women Experiences and Challenges in Leadership Position. Organizational Culture Management. 2014;12(2):191–211.


4. Dashtyari S, Abedini S, Azizkhani E. Study of social justice perception among women in Ardabil province. Quarterly Journal of Women and Society. 2022;12(48):149–70.


5. Can B y A, Dordevic L, Sever C, Jenkinson N. Gender inequality and economic growth: Evidence from industry-level data. IMF Working Papers. 2020;2020(119).


6. Cauterucci C. What Happens When the World’s Few Female Leaders Get Impeached? [Internet]. Slate. 2017. Available from: https://slate.com/human-interest/2017/03/what-happens-when-the-worlds-few-female-leaders-get-impeached.html


7. Ahn NY, Cunningham GB. Standing on a glass cliff?: A case study of FIFA’s gender initiatives. Managing Sport and Leisure. 2020;25(1–2):114–37.


8. Glass C, Cook A. Pathways to the glass cliff: A risk tax for women and minority leaders? Social Problems. 2020;67(4):637–53.


9. Sardinha Lima G. The challenges of female managers in Ireland. Dublin, National College of Ireland; 2019.


10. Al-Kayed L. Leadership challenges for women managers in public universities in Saudi Arabia. Global Journal of Human-Social Science. 2015;15(4):34–43.


11. Kattara H. Career challenges for female managers in Egyptian hotels. International Journal of Contemporary Hospitality Management. 2005;17(3):238–51.


12. Eagly AH, Karau SJ. Role congruity theory of prejudice toward female leaders. Psychological review. 2002;109(3):573.


13. Davies-Netzley SA. Women above the glass ceiling: Perceptions on corporate mobility and strategies for success. 2002;


14. Vetter J. The Glass Cliff–Women’s Thrive to Save Poor Performance and how to Approach it in the Workplace. Junior Management Science. 2021;6(1):39–59.


15. Neumark D. Changes in job stability and job security: A collective effort to untangle, reconcile, and interpret the evidence. National bureau of economic research; 2000.


16. Jiang Z, Hu X, Wang Z. Career adaptability and plateaus: The moderating effects of tenure and job self-efficacy. Journal of Vocational Behavior. 2018;104:59–71.


17. Ng TWH, Feldman DC. Does longer job tenure help or hinder job performance? Journal of Vocational Behavior. 2013;83(3):305–14.


18. Mamizadeh J. Leaving the service in the organization to investigate the causes, complications and consequences. Management Development. 2002;44:32–8.


19. Currivan DB. The causal order of job satisfaction and organizational commitment in models of employee turnover. Human resource management review. 1999;9(4):495–524.


20. DeConinck JB, Stilwell CD. Incorporating organizational justice, role states, pay satisfaction and supervisor satisfaction in a model of turnover intentions. Journal of Business Research. 2004;57(3):225–31.


21. Moshiri K, Aghaei N, Poursoltani Zarandi H, Ghorbani M. The relationship between perceived organizational justice and burnout and the desire to leave the service of the staff of the Sports and Youth Department of Tehran Province. 2014;15(2):25–36.


22. Koushazade A, Azizabadi A. The Effect of Perceived Organizational Justice n Turnover Intention by Mediating Perceived Organizational Identification, Organizational Support, and Job Satisfaction. Knowledge & Research in Applied Psychology [Internet]. 2014;15(56):25–36.


23. Mahoney CB, Lea J, Schumann PL, Jillson IA. Turnover, burnout, and job satisfaction of certified registered nurse anesthetists in the United States: Role of job characteristics and personality. AANA journal. 2020;88(1):39–48.


24. García-Sánchez I-M, Suárez-Fernández O, Martínez-Ferrero J. Female directors and impression management in sustainability reporting. International Business Review. 2019;28(2):359–74.


25. Neck C. Disappearing women: Why do women leave senior roles in finance? Australian Journal of Management. 2015;40(3):488–510.


26. Qureshi S. The relationship between work motivation, burnout and intention to leave for the top level managers of garment industry (a case study of Indian garment industry). International Journal of Human Resource Studies. 2013;3(4):128.


27. Ryan MK, Haslam SA. The glass cliff: The stress of working on the edge. In: European Business Forum. 2006. p. 42–7.


28. Borjalilou S, Nazemi S, Mortazavi S. Impacts of Career and Family Roles on Women’s Leadership Aspiration. Women Studies [Internet]. 2012;3(6):21–47.


29. Asrar Z, Ilyas T, Aslam MF. Impact of Job Tenure and Managerial Position on Employee’s Organizational Commitment: Evidence from NGOs of KPK-Pakistan. Industrial Engineering Letters. 2017;7(2):59–62.


30. Mostafanejad H. Factors affecting job commitment of FATEB Police Employees. Police Management Studies Quarterly. 2012;7(2):238–52.


31. Yaghi A. Glass cliff or glass prison: Think evil-think men in organizational leadership. International Journal of Public Administration. 2018;41(12):998–1008.


32. Livingston RW, Rosette AS, Washington EF. Can an agentic Black woman get ahead? The impact of race and interpersonal dominance on perceptions of female leaders. Psychological science [Internet]. 2012 [cited 2022 Feb 20];23(4):354–8.


33. The Global Gender Gap Report. 2021;


34. Malik K. Human Development Index Report 2014. 2020;239.


35. Moradi M. Management Style in Organizations and Participation of Women in Managerial Positions with an Emphasis on Relationship between Female Identity and Communication Tactics. Women’s Studies Sociological and Psychological [Internet]. 2015;13(2):141–70.


36. Alimohammadlu M, Akbari B, Mahdavianpour E. Identifying Social Responsibility in Universities (USR) Using Fuzzy Delphi. Case study: Shiraz University [Internet]. Vol. 6, Iranian Higher Education Associathion. 2014. p. 161–92.


37. Bouzon M, Govindan K, Rodriguez CMT, Campos LMS. Identification and analysis of reverse logistics barriers using fuzzy Delphi method and AHP. Resources, Conservation and Recycling. 2016;108:182–97.


38. Wetzels M, Odekerken-Schröder G, Van Oppen C. Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS Quarterly: Management Information Systems. 2009;33(1):177–96.


39. Rahnamafalavarjani Z, Kiyani M. The Impact of Feeling Gender Inequality on Social Capital at Isfahan Educated Women. Journal of Applied Sociology [Internet]. 2015;26(2):77–90.


40. Chathuranga MMN. Gender Roles and Equal Opportunities for Women: A Theory Based Review of Contemporary Business Organisations. Journal of Women Entrepreneurship & Business Management. 2021;2(1):1–6.