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Türkiye’de İnşaat Sektöründe Çalışan Mimar ve İnşaat Mühendislerinin Cam Tavan Algılarının Erillik/Dişillik Kültür Boyutu Açısından Belirlenmesi

Year 2021, Issue: 27, 95 - 102, 30.11.2021
https://doi.org/10.31590/ejosat.945932

Abstract

Bu çalışmanın amacı, Türkiye’de inşaat sektöründe çalışan mimar ve inşaat mühendislerinin cam tavan algılarının erillik/dişillik kültür boyutu algıları açısından belirlenmesidir. Anket yöntemi ile toplanan veriler SPSS 25 nicel analiz programı ile analize tabi tutulmuştur. Analiz sonucunda, mimarların ve inşaat mühendislerinin cam tavan algılarının oluşmasında etkili olan toplumsal (stereotipler ve mesleki ayrım) ve bireysel engeller (çoklu rol üstlenme) boyutlarının kadınlarda; örgütsel engeller (örgütsel kültür ve politikalar, informal ağları kullanmama) boyutunun erkeklerde daha yüksek olduğu saptanmıştır. Anketi cevaplayanların eril kültür algıları erkeklerde daha yüksektir. Diğer taraftan anketi cevaplayanların mimar veya inşaat mühendisi olmalarının cam tavan ve erillik kültür boyutu algıları açısından bir farklılık ortaya çıkarmadığı saptanmıştır. Son olarak eril kültür algısı arttıkça cam tavanın boyutlarından biri olan toplumsal engeller algısının artacağı saptanmıştır.

References

  • Altay,H. (2006). Kariyer ve Kültür: Kariyer Desteklemede Temel ve Destekleyici Fonksiyonlar: İş, Güç Endüstri İlişkileri ve İnsan Kaynakları Dergisi, 8(1).
  • Balasubramanian, S.A. & Lathabhavan, R. (2018), Linking women’s glass ceiling beliefs and employee satisfaction: the mediation of engagement, International Journal Human Resources Development and Management 18(1-2), 72-90.
  • Bendl, R. ve Schmidt, A. (2010). From ‘Glass Ceilings’ to ‘Firewalls’ — Different Metaphors for Describing Discrimination. Gender, Work and Organization, 17(5), 612- 634.
  • Boone, J., Veller, T., Nikolaeva, K., Keith, M., Kefgen, K.ve Houran, J. (2013). Rethinking a Glass Ceiling in the Hospitality Industry, Cornell Hospitality Quarterly, 54, 230-239.
  • Cannings, K. (1988). Managerial Promotion: The Effects of Socialization, Specialization, and Gender, ILR Review, 42(1), 77-88.
  • CASCIO, F. Wayne (1991). Managing Human Resource: Productivity, Quality of Work Life and Profits (3rd ed.), New York: McGraw Hill
  • Channar, Z.A. (2011). Gender Discrimination in Workforce and its Impact on the Employees Pakistan, Journal of Commerce and Social Sciences, 5 (1), 177-191.
  • Chenevert D. and Tremblay, M. (2002). “Managerial career success in Canadian organizations: is gender a determinant?”, International Journal of Human Resource Management, 13(6), pp. 920-41.
  • Davies-Netzley, S.A. (1998) ‘Women above the glass ceiling: perceptions on corporate mobility and strategies for success’, Gender & Society, 12, pp.339–355.
  • Dimovski, V.; Skerlavaj, M. Man, M.M.K. (2010). Comparative Analysis Of Mid-Level Women Managers Perception of The Existence Of Glass Ceiling In Singaporean And Malaysian Organizations. International Business & Economics Research Journal (IBER), 9(8), 61-78.
  • Downes, M., Hemmasi, M., & Eshgh, G. (2014). When A Perceived Glass Ceiling Impacts Organizational Commitment And Turnover Intent: The Mediating Role Of Distributive Justice, Journal of Diversity Management, 9(2), 131-146.
  • Dreher, G.F. (2003). Breaking the glass ceiling: The effects of sex ratios and work–life programs on female leadership at the top, Human Relations 56(5), 541–562.
  • Erkenekli, M. (2014). Toplumsal Kültür” Örgütsel Davranış içinde (Editörler: Ünsal Sığrı ve Sait Gürbüz), Beta, İstanbul.
  • Fagenson, E.A. (1989), The Mentor Advantage: Perceived Career/Job Experiences of Proteges Versus Non-Proteges, Journal of Organizational Behavior, 10 (4), 309-320.
  • Foley, S., Kidder, D.L. & Powell, G.N. (2002). The Perceived Glass Ceiling and Justice Perceptions: An Investigation of Hispanic Law Associates, Journal of Management 2002 28(4). 471–496.
  • Goodman, J. S., Fields, D. L., & Blum, T. C. (2003). Cracks in the Glass Ceiling. Group & Organization Management, 28 (4), December 2003 475-501.
  • Gelegen, D.G. (2001). Çalışma Yaşamında Kadın Olmak, Türk Tabipleri Birliği Mesleki Sağlık ve Güvenlik Dergisi, Ocak, 27- 30.
  • Gökhan, M. (2020). The Effects Of Glass Ceılıng Perceptıon On Job Outcomes: A Research On Servıce Sector Employees, Yüksek Lisans Tezi, Bahçeşehir Ünversitesi,
  • Güney, S. (2011). Örgütsel Davranış, Nobel Akademik Yayıncılık, İstanbul.
  • HALAWI Ali H., “Stimuli and Effect of The Intention To Leave The Organization”,European Scientific Journal, 10(10), 2014.
  • Hofstede, G. (1980) Cultures Consequences; Internetional Differences in Work-Related Values, Beverly Hills, C.A., Sage Publications, Beverly Hills
  • Hofstede, G. (1990a) Cultures and Organizations: Software of the Mind, The McGraw-Hill Book Company, London
  • Hofstede, G. (2010) Cultures and Organizations: Software of the Mind, The McGraw-Hill Book Company, London
  • Hu, T. Ve Myeong-Su, Y. (2008). "Is the Glass Ceiling Cracking? A Simple Test," IZA Discussion Papers 3518, Institute of Labor Economics (IZA).
  • Jackson, J.C. (2001), “Women Middle Manager’s Perception of The Glass Ceiling”, Women in Management Review, 16(1), 30-41.
  • Karcıoğlu, F. ve Leblebici, Y. (2014). “Kadın Yöneticilerde Kariyer Engelleri:" Cam Tavan Sendromu" Üzerine Bir Uygulama”. Ataturk University Journal Of Economics & Administrative Sciences, 28(4).
  • Kelly, E. P., Young, A. O., & Clark, L. S. (1993). Sex stereotyping in the workplace: A manager’s guide. Business Horizons, 36(2), 23-29.
  • Knutson, B. J., & Schmidgall, R. S. (1999). Dimensions of the Glass Ceiling in the Hospitality Industry. Cornell Hotel and Restaurant Administration Quarterly, 40(6), 64–75.
  • Korkmaz, H. (2016). “Yönetimde Kadın ve Cam Tavan Sendromu, Alternatif Politika Toplumsal Cinsiyet Özel Sayısı”. 95-112.
  • Korkmaz, H. (2014). “Yönetim Kademelerinde Kadına Yönelik Cinsiyet Ayrımcılığı ve Cam Tavan Sendromu”. Asos Journal(5), 1-14.
  • Lathabhavan, R. (2019). Glass ceiling beliefs, performance, and turnover intention through work engagement, International Journal Environment, Workplace and Employment, 5(4), 304-321.
  • Lewis, A. E., & Fagenson, E. A. (1995). Strategies for developing women managers: how well do they fulfil their objectives? Journal of Management Development, 14(2), 39–53.
  • Linehan M. (2002). “Senior female intenational managers: empirical evidence from Western Europe”, International Journal of Human Resource Management, 13 (5), pp. 802-14.
  • Lookwood, N.R. (2004), The Glass Ceiling: Domestic and International Perspectives, Research Quarterly, Human Resource Magazine Research Quarterly, 1-49.
  • Luksyte, A. Ve Spitzmueller, C. (2011). Overqualified Women: What Can Be Done About This Potentially Bad Situation? Industrial and Organizational Psychology , 4, 256–259.
  • Meyerson, D. and Fletcher, J. (2000). “A modest manifesto for shattering the glass ceiling”, Harvard Business Review, 78(1), pp. 127-40.
  • Murrell, A.J. and James, E. (2001) Gender and diversity in organizations: past, present, and future directions. Sex Roles, 45(4–5), 243–57.
  • Ragins, B.R.; Townsend, B. & Mattis, M. (1998). Gender gap in the executive suite: CEOs and female executives report on breaking the glass ceiling, Academy ol Management Executive, 12(1), 28-42.
  • Roman, M. (2017). Relationships Between Women 's Glass Ceiling Beliefs, Career Advancement Satisfaction, and Quit Intention, Walden University, College of Social and Behavioral Sciences, doctoral dissertation.
  • Rudman, L.A.& Phelan, J.E. (2008). Backlash effects for disconfirming gender stereotypes in organizations, Research in Organizational Behavior 28, 61–79.
  • Sabat, S.N. & Mishra, S. (2010). Role of women in the management of police organisation: a paradigm shift, International Journal of Learning and Change, 4(4), 365-377.
  • Sökmen, A. & Şahingöz, S.A. (2017). The Impact of Organizational Climate as a Glass Ceiling Reflector on Job Satisfaction and Turnover Intention of Female Employees: A Research in Hotel Operations, İşletme Araştırmaları Dergisi, 9(1), 113-133.
  • Stroh, L.K., Brett, J.M. & Reilly, A.H. (1996). Family Structure, Glass Ceiling, and Traditional Explanations for the Differential Rate of Turnover of Female and Male Managers, Journal Of Vocatıonal Behavıor 49, 99–118.
  • Schwartz, F.N. (1989). Management Women and The New Facts Of Lıfe, Women In Management Revıew & Abstracts, 4(5), 5-14.
  • Van Vianen, A.E.M. ve Fischer, A.H. (2002). Illuminating the glass ceiling: The role of organizational culture preferences, Journal of Occupational and Organizational Psychology, 75, 315-337.
  • Weyer, B. (2006). Do multi-source feedback instruments support the existence of a glass ceiling for women leaders? Women in Management Review 21(6), 441-457.
  • Williams, J. E., Satterwhite, R. C., & Best, D. L. (1999). Sex Roles, 40(7/8), 513–525.
  • Yıldırım, M.H., Erul, E.E. ve Kelebek, P. (2014). Tükenmişlik ile işten ayrılma niyeti arasındaki ilişki banka çalışanları üzerine bir araştırma. Organizasyon ve Yönetim Bilimleri Dergisi, 6(1), 34-44.

Determination of Glass Ceiling Perceptions Of Architects And Civil Engineers Working In The Turkish Construction Sector In Terms Of The Dimension Of Masculinity/Femininity Culture

Year 2021, Issue: 27, 95 - 102, 30.11.2021
https://doi.org/10.31590/ejosat.945932

Abstract

This study aims to to determine the perception of glass ceiling of architects and civil engineers working in the Turkey construction industry in terms of masculinity / feminine culture dimension perceptions. The data collected by the questionnaire method were analyzed with the SPSS 25 quantitative analysis program. As a result of the analysis it was found that social (stereotypes and occupational distinction) and individual barriers (taking on multiple roles) dimensions that are effective in the formation of glass ceiling perceptions of architects and civil engineers; The dimension of organizational barriers (organizational culture and policies, not using informal networks) was found to be higher in males. The perceptions of masculine culture of the respondents are higher in men. On the other hand, it was determined that the respondents' perceptions of the glass ceiling and masculinity cultural dimension did not differ in terms of being architects or civil engineers. Finally, It has been determined that as the perception of masculine culture increases, the perception of social obstacles, one of the dimensions of the glass ceiling, will increase.

References

  • Altay,H. (2006). Kariyer ve Kültür: Kariyer Desteklemede Temel ve Destekleyici Fonksiyonlar: İş, Güç Endüstri İlişkileri ve İnsan Kaynakları Dergisi, 8(1).
  • Balasubramanian, S.A. & Lathabhavan, R. (2018), Linking women’s glass ceiling beliefs and employee satisfaction: the mediation of engagement, International Journal Human Resources Development and Management 18(1-2), 72-90.
  • Bendl, R. ve Schmidt, A. (2010). From ‘Glass Ceilings’ to ‘Firewalls’ — Different Metaphors for Describing Discrimination. Gender, Work and Organization, 17(5), 612- 634.
  • Boone, J., Veller, T., Nikolaeva, K., Keith, M., Kefgen, K.ve Houran, J. (2013). Rethinking a Glass Ceiling in the Hospitality Industry, Cornell Hospitality Quarterly, 54, 230-239.
  • Cannings, K. (1988). Managerial Promotion: The Effects of Socialization, Specialization, and Gender, ILR Review, 42(1), 77-88.
  • CASCIO, F. Wayne (1991). Managing Human Resource: Productivity, Quality of Work Life and Profits (3rd ed.), New York: McGraw Hill
  • Channar, Z.A. (2011). Gender Discrimination in Workforce and its Impact on the Employees Pakistan, Journal of Commerce and Social Sciences, 5 (1), 177-191.
  • Chenevert D. and Tremblay, M. (2002). “Managerial career success in Canadian organizations: is gender a determinant?”, International Journal of Human Resource Management, 13(6), pp. 920-41.
  • Davies-Netzley, S.A. (1998) ‘Women above the glass ceiling: perceptions on corporate mobility and strategies for success’, Gender & Society, 12, pp.339–355.
  • Dimovski, V.; Skerlavaj, M. Man, M.M.K. (2010). Comparative Analysis Of Mid-Level Women Managers Perception of The Existence Of Glass Ceiling In Singaporean And Malaysian Organizations. International Business & Economics Research Journal (IBER), 9(8), 61-78.
  • Downes, M., Hemmasi, M., & Eshgh, G. (2014). When A Perceived Glass Ceiling Impacts Organizational Commitment And Turnover Intent: The Mediating Role Of Distributive Justice, Journal of Diversity Management, 9(2), 131-146.
  • Dreher, G.F. (2003). Breaking the glass ceiling: The effects of sex ratios and work–life programs on female leadership at the top, Human Relations 56(5), 541–562.
  • Erkenekli, M. (2014). Toplumsal Kültür” Örgütsel Davranış içinde (Editörler: Ünsal Sığrı ve Sait Gürbüz), Beta, İstanbul.
  • Fagenson, E.A. (1989), The Mentor Advantage: Perceived Career/Job Experiences of Proteges Versus Non-Proteges, Journal of Organizational Behavior, 10 (4), 309-320.
  • Foley, S., Kidder, D.L. & Powell, G.N. (2002). The Perceived Glass Ceiling and Justice Perceptions: An Investigation of Hispanic Law Associates, Journal of Management 2002 28(4). 471–496.
  • Goodman, J. S., Fields, D. L., & Blum, T. C. (2003). Cracks in the Glass Ceiling. Group & Organization Management, 28 (4), December 2003 475-501.
  • Gelegen, D.G. (2001). Çalışma Yaşamında Kadın Olmak, Türk Tabipleri Birliği Mesleki Sağlık ve Güvenlik Dergisi, Ocak, 27- 30.
  • Gökhan, M. (2020). The Effects Of Glass Ceılıng Perceptıon On Job Outcomes: A Research On Servıce Sector Employees, Yüksek Lisans Tezi, Bahçeşehir Ünversitesi,
  • Güney, S. (2011). Örgütsel Davranış, Nobel Akademik Yayıncılık, İstanbul.
  • HALAWI Ali H., “Stimuli and Effect of The Intention To Leave The Organization”,European Scientific Journal, 10(10), 2014.
  • Hofstede, G. (1980) Cultures Consequences; Internetional Differences in Work-Related Values, Beverly Hills, C.A., Sage Publications, Beverly Hills
  • Hofstede, G. (1990a) Cultures and Organizations: Software of the Mind, The McGraw-Hill Book Company, London
  • Hofstede, G. (2010) Cultures and Organizations: Software of the Mind, The McGraw-Hill Book Company, London
  • Hu, T. Ve Myeong-Su, Y. (2008). "Is the Glass Ceiling Cracking? A Simple Test," IZA Discussion Papers 3518, Institute of Labor Economics (IZA).
  • Jackson, J.C. (2001), “Women Middle Manager’s Perception of The Glass Ceiling”, Women in Management Review, 16(1), 30-41.
  • Karcıoğlu, F. ve Leblebici, Y. (2014). “Kadın Yöneticilerde Kariyer Engelleri:" Cam Tavan Sendromu" Üzerine Bir Uygulama”. Ataturk University Journal Of Economics & Administrative Sciences, 28(4).
  • Kelly, E. P., Young, A. O., & Clark, L. S. (1993). Sex stereotyping in the workplace: A manager’s guide. Business Horizons, 36(2), 23-29.
  • Knutson, B. J., & Schmidgall, R. S. (1999). Dimensions of the Glass Ceiling in the Hospitality Industry. Cornell Hotel and Restaurant Administration Quarterly, 40(6), 64–75.
  • Korkmaz, H. (2016). “Yönetimde Kadın ve Cam Tavan Sendromu, Alternatif Politika Toplumsal Cinsiyet Özel Sayısı”. 95-112.
  • Korkmaz, H. (2014). “Yönetim Kademelerinde Kadına Yönelik Cinsiyet Ayrımcılığı ve Cam Tavan Sendromu”. Asos Journal(5), 1-14.
  • Lathabhavan, R. (2019). Glass ceiling beliefs, performance, and turnover intention through work engagement, International Journal Environment, Workplace and Employment, 5(4), 304-321.
  • Lewis, A. E., & Fagenson, E. A. (1995). Strategies for developing women managers: how well do they fulfil their objectives? Journal of Management Development, 14(2), 39–53.
  • Linehan M. (2002). “Senior female intenational managers: empirical evidence from Western Europe”, International Journal of Human Resource Management, 13 (5), pp. 802-14.
  • Lookwood, N.R. (2004), The Glass Ceiling: Domestic and International Perspectives, Research Quarterly, Human Resource Magazine Research Quarterly, 1-49.
  • Luksyte, A. Ve Spitzmueller, C. (2011). Overqualified Women: What Can Be Done About This Potentially Bad Situation? Industrial and Organizational Psychology , 4, 256–259.
  • Meyerson, D. and Fletcher, J. (2000). “A modest manifesto for shattering the glass ceiling”, Harvard Business Review, 78(1), pp. 127-40.
  • Murrell, A.J. and James, E. (2001) Gender and diversity in organizations: past, present, and future directions. Sex Roles, 45(4–5), 243–57.
  • Ragins, B.R.; Townsend, B. & Mattis, M. (1998). Gender gap in the executive suite: CEOs and female executives report on breaking the glass ceiling, Academy ol Management Executive, 12(1), 28-42.
  • Roman, M. (2017). Relationships Between Women 's Glass Ceiling Beliefs, Career Advancement Satisfaction, and Quit Intention, Walden University, College of Social and Behavioral Sciences, doctoral dissertation.
  • Rudman, L.A.& Phelan, J.E. (2008). Backlash effects for disconfirming gender stereotypes in organizations, Research in Organizational Behavior 28, 61–79.
  • Sabat, S.N. & Mishra, S. (2010). Role of women in the management of police organisation: a paradigm shift, International Journal of Learning and Change, 4(4), 365-377.
  • Sökmen, A. & Şahingöz, S.A. (2017). The Impact of Organizational Climate as a Glass Ceiling Reflector on Job Satisfaction and Turnover Intention of Female Employees: A Research in Hotel Operations, İşletme Araştırmaları Dergisi, 9(1), 113-133.
  • Stroh, L.K., Brett, J.M. & Reilly, A.H. (1996). Family Structure, Glass Ceiling, and Traditional Explanations for the Differential Rate of Turnover of Female and Male Managers, Journal Of Vocatıonal Behavıor 49, 99–118.
  • Schwartz, F.N. (1989). Management Women and The New Facts Of Lıfe, Women In Management Revıew & Abstracts, 4(5), 5-14.
  • Van Vianen, A.E.M. ve Fischer, A.H. (2002). Illuminating the glass ceiling: The role of organizational culture preferences, Journal of Occupational and Organizational Psychology, 75, 315-337.
  • Weyer, B. (2006). Do multi-source feedback instruments support the existence of a glass ceiling for women leaders? Women in Management Review 21(6), 441-457.
  • Williams, J. E., Satterwhite, R. C., & Best, D. L. (1999). Sex Roles, 40(7/8), 513–525.
  • Yıldırım, M.H., Erul, E.E. ve Kelebek, P. (2014). Tükenmişlik ile işten ayrılma niyeti arasındaki ilişki banka çalışanları üzerine bir araştırma. Organizasyon ve Yönetim Bilimleri Dergisi, 6(1), 34-44.
There are 48 citations in total.

Details

Primary Language Turkish
Subjects Engineering
Journal Section Articles
Authors

Hava Yaşbay Kobal 0000-0002-2589-785X

İlhami Ay 0000-0002-3506-3234

Early Pub Date July 29, 2021
Publication Date November 30, 2021
Published in Issue Year 2021 Issue: 27

Cite

APA Yaşbay Kobal, H., & Ay, İ. (2021). Türkiye’de İnşaat Sektöründe Çalışan Mimar ve İnşaat Mühendislerinin Cam Tavan Algılarının Erillik/Dişillik Kültür Boyutu Açısından Belirlenmesi. Avrupa Bilim Ve Teknoloji Dergisi(27), 95-102. https://doi.org/10.31590/ejosat.945932