2. Introduction
• There have been attempts to recuperate female’s working
conditions, yet inequality remains.
• The process of creating gender equality is slow or completely
at a halt.
• The famous “glass- ceiling” is not a myth but a sad reality of
the 21st century corporate world.
• The mere image of males is a synonym of good manger.
3. Objective
• To validate the existence of corporate gender bias, in the
Indian context.
Glass ceiling,
Sexual harassment,
Unequal pay,
Preconceived notions of leadership.
4. Research methodology
• Questionnaire development:
20 questions
The responses to these statements were anchored on a 5 point
Likert scale with 1 indicating a “strong disagreement” and 5
indicating a “strong agreement” with the statement.
• Data collection:
110 respondents.
Tri- city area (Panchkula, Chandigarh, Mohali)
Only working individuals were approached.
5. Profile of Respondents
Variable Categories of Frequency Percentage
variable
Male 55 50
Gender
Female 55 50
Age 20-35 68 61.81
35-50 34 30.9
50+ 7.27
8
6. Hypothesis
Null Hypothesis (H0) Alternate Hypothesis (H1)
A significant gender bias does not exist A significant gender bias exists at the
at the workplace. workplace.
7. Model Development
Independent variable Gender bias at the workplace
F1
Dependent variables
F2
F3
F4
F5
11. KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy
.837
Bartlett's Test of Sphericity Approx. Chi-Square
504.519
Df
120
Sig.
.000
12. Factor I 6.712 47.02
Bias related to
promotions and
opportunities
Female employees face a “glass .919
ceiling” at the workplace
Females are more likely to fall off .872
the management ladder before
reaching the top.
Decisions concerning whom to give .800
the opportunity to are gender
sensitive.
Organizations provide increasingly .712
support to females as they travel
up the management ladder.
Male bosses are preferred over .610
female bosses.
Females are considered unfit for .515
and hence denied challenging
roles.
13. Factor II 2.514 54.19
Skill related
bias
Females don't have the same .813
managerial skills as males
Emotional nature of females .717
interferes with their work
performance.
Females should not have jobs .591
require extensive travel or
involve spending a good deal
of time away from home.
Male candidates are preferred .506
for mathematical tasks and
female candidates for verbal
tasks.
14. Factor III 1.717 67.04
Bias due to
dual roles.
Single females are preferred over .714
married females.
Females frequently blur the line .703
between personal life and
professional life.
A female’s family responsibilities act .590
as hurdles to her professional
commitment.
Female leaders are more likely to .519
ignore rules and take risks.
15. Factor IV 1.542 72.39
Economic
inequity
Females should be paid .618
equal pay for equal
amount of work done.
Economic policies .603
disfavor women.
Career goals are taken .511
less seriously at work
place in case of females
16. Factor V 1.107 77.16
Harassment
Male initiated verbal .745
harassment against female
employees is common at the
workplace
Mistakes made by females .616
are judged more harshly as
compared to their male
counterparts.
Human resources personnel .501
are likely to select a female
candidate based on
appearance.
17. Result of hypothesis
Factor Unstandardized Standardize T Significanc Collinearity
labels regression d regression e statistics
coefficients coefficients (p-value)
B Standard Beta Toleranc VIF
Error e
I -.302 .044 -.436 -7.911 .000* .639 1.519
II .012 .043 .031 .646 .744 .613 1.569
III -.080 .049 -.134 -1.891 .059 .632 1.547
IV -.009 .037 -.030 -.158 .875 .701 1.369
V .056 -.452 -6.111 .002 .601 1.211
Intercept (constant) = 2.667
R-square = .281
Adjusted R-square = .270
18. ANOVA for regression
Sources of Sum of Mean Computed
variation squares square F Significance
Regression
12.700 4.725 25.661 .000
Residual
52.154 .175
Total
51.044
20. Recommendations
• Corporate training in gender sensitivity is therefore
recommended
• Gender neutral environment at early stages of life in school
and at home.
21. Conclusion
Gender bias in the corporate set up is not a myth; rather it is a
harsh reality. The hypothesis is proved correct.
Can be divided into:
• Maternal barrier
• Double paradigm
• Double truss
• Ambivalent sexism
