Female Part-Time Managers Mentoring and Career Progression - Research Proposal Example

Name Class Unit Table of Contents 2.0 Literature Review 5 2.1 Part-time work and career progression 6 2.2 Female Part-time managers mentoring and career progression 7 2.3 Role models and career progression 8 2.4 Gender challenges and parttime work 9 3.0 Proposal Approach 10 4.0 Expected outcomes 11 5.0 Workplan 12 References 14 1.0 Introduction Part-time work is a significant dimension of the working environment. In the labour market, women are the largest group employed under part-time arrangements. Women have to balance family life with work. This leads to most women preferring part-time employment when raising their families. The global economy is characterized by an inflexible working environment where one has to work for long hours. Women have been forced in most instances to look resort to part-time employment in order to balance family life with work. Despite the fact that most women are engaged in part-time jobs, there is little-existing research. Most research on female managers is based on those who work full time. Little is known about the motivation, career histories, experiences and their career progression. Career transitions for those in management positions to part-time mostly work have negative consequences on career prospects. Part-time work has risen fast since 1960s. In the UK, there are 217,000 women and 68,000 men working part-time (Durbin &Tomlinson, 2010). Women have to balance family life and career progression. Women working part-time struggle a lot in career progression. 1.1 Problem Definition To date, there is little research on women part-time managers in UK. This implies that little is known about the experiences of women part-time managers. The little research on the female part-time managers is based on the fact that part-time managerial jobs are hard to find. This is despite the dramatic rise in part time jobs in UK since 1960s. In UK, the proportion of part-time workers who are female is at 74%. Of these workers, only 6.5% works in managerial or senior positions (Durbin &Tomlinson, 2010). It’s evident that women are highly likely to be employed in part time management positions than men. Despite the fact that female part-time managers share some of the characteristics with traditional part-time workers, they have their unique characteristics and experiences. They are highly likely to renegotiate their salaries instead of working as part-time managers which may seem degrading. The research will answer the following problems. What are the experiences of female managers working under part-time arrangements? What are the consequences of transitions to part-time employment by female managers in their career prospects and aspirations? In order to address these issues, there is a need to explore their experiences, activities and career aspirations. 1.2 Motivation Finding a solution to this problem is very vital in understanding the experiences of female part-time managers in UK. The study will help in understanding the motivation, career histories and progression of women part-time managers. Through this, it will be possible to understand these critical issues that can be used to understand career life of female part-time managers. The results from the study are a major milestone towards enhancing the working life of female part-time managers. The research will help a lot in coming up with quality part-time work for female managers. The paper will make a very important contribution to the existing gap in research on female part-time managers’ issues. 1.3 Thesis Statement The main aim is to understand the aspects of female part-time managers working lives. This paper explores the experiences, activities and career aspirations of female part-time managers in a sample of UK public and private organisations. This will involve analysing female part-time managers’ career histories with an aim of understanding their experiences before and after part-time employment. The report will also explore female part-time managers’ aspirations for future career mobility. Lastly, the report will examine female part-time managers’ experiences on mentorship, source of support and role model identification. 1.4 Document Layout In chapter 2, the paper looks at related work. The section contains literature review on papers read that will help in solving the problem identified. The literature review will be classified into approaches that help in solving the defined problem. Papers used in this section are peer-reviewed journals and texts related to female part-time managers. Chapter 3 is based on proposed approach. The section gives step by step approaches that are going to be used to achieve thesis statement. This will involve the type of data gathered, tools used and other methods used in the research. Chapter 4 is based on expected outcomes. This section will describe the expected outcomes of the project. It will involve descriptions of outcomes on the project. Chapter 5 is the work plan. This will give the schedule of the activities and tools that will be required to complete the project. 2.0 Literature Review UK has the highest level of part-time workers in Europe where women make the largest percentage. Women have to play a family role while at the same time participate in working environment. Research proves that 45% of women in UK are employed under part-time arrangement while men comprise of only 13%. This is a proof that women form the largest group of part-time workers in UK. In higher occupations, studies prove that there are few part-time jobs. Most of the highly experienced women are thus forced to downgrade their occupation in order to work part-time (Durbin &Tomlinson, 2010). 2.1 Part-time work and career progression Research shows that in UK, part-time work is inferior to full-time work in pay and benefits. Also, those working in part-time jobs are not well catered in training and career progression. This places women part-time managers in a situation where they have low chances of career progression (Cam, 2012). Studies have shown that women are seen as more inclined to work in part-time jobs that are associated with poor work conditions and prospects. This has led to claim that women have a low commitment to work and careers. Most of the women choose to work part-time on a voluntary basis. Despite this, the voluntary choice by women does not explain women orientation in their work (Lawrence & Corwin, 2003). Women orientation to work is tied to childcare, housework and associated costs. This makes women career history to have both part-time and full-time jobs. It's asserted that women transition from full-time to part-time work by women should not indicate less commitment to career but reflects the complexity faced by women in their career lives (Cam, 2012). Women career life is underpinned rigid working environment and limited short full-time jobs in UK. Gender and family relations plays a major role in women careers. Managerial and other professional occupations are very limiting when working under part-time (Durbin &Tomlinson, 2010). Organisations perceive that part-time managers are less committed and there is a reluctance to promote part-time workers. Well implemented part-time work can be very rewarding. Individuals can work part-time and enjoy a balanced life. Despite this, the literature shows that there are challenges in making part-time work effectively in senior positions (Tomlinson, 2006). In senior levels making colleagues to understand that part-time work should not lead to alienation or marginalization is a challenge (Lawrence & Corwin, 2003). It is hard to make work-life priorities clear in the organisations when working under part-time. Promoting and enhancing work benefits under flexible working is also a challenge as well as coming up with routines that will help in protecting work-life priorities. Literature proves that most women working part-time in managerial positions lack a mentor. Securing a mentor while working under part-time in a management position is hard for women (Durbin &Tomlinson, 2010). Literature have identified that women fail to identify role models making it difficult to secure a mentor. Research shows that when job flexibility is well implemented, there is a positive outcome. There is a reduction of home to work spill over which affects the employee's output. Work life balance through a flexible job arrangement leads to a great work-family facilitation. Despite this, there have been claims that part-time work arrangements reduce productivity (Durbin &Tomlinson, 2010). Those working on part-time basis enjoy reports a high level of job satisfaction. 2.2 Female Part-time managers mentoring and career progression While the most literature has identified women managers mentoring, there is little on female part-time managers. The experiences of female part-time managers are different from full-time counterparts based on working patterns and perceptions that exist on their job commitment (Dick & Hyde, 2006). The mentoring relationship is very vital in all careers. This is especially in terms of career advancement, visibility and coaching, through mentoring, one is exposed to promotional opportunities. Mentors have knowledge and experience and are committed to providing support for careers mobility (Okurame, 2007). When one lacks a mentor, it acts as a major barrier to career progression. Women who lack mentors are inhibited from career progression and lacks access to vital information shared by their counterparts (Durbin &Tomlinson, 2010). Mentorship includes activities associated with career development. Organisations have used formal mentoring schemes with aims such as equal access of mentoring to women. Informal mentoring does not involve organisation intervention. This is the most successful form of mentoring in a work environment. Relationships that are developed under informal mentoring lasts for a long period and are spontaneous (Ehrich, 2008). Use of formal mentoring has been less effective since mentors may be less motivated and may not identify with the protégés. Literature proves that informal mentoring is the most successful and leads to better career outcomes. Research proves that gender plays a role in mentoring. Male and female mentors have their distinct attributes that affect their output in mentorship. Despite the fact that senior female workers have more access to mentors, they still lag behind their male counterparts. The fact is that many organisations lack mentor programs (Ehrich, 2008). Thus, women are left to look for their mentors. For the women who work part-time, the situation becomes worse. Female part-time managers lack enough time to look for their mentors (Durbin &Tomlinson, 2010). The existing perception that they are less committed to work makes it hard for them to attract mentors. 2.3 Role models and career progression Role models have an impact on career development in different stages. There is a distinction of role models and mentors. Through role model, one compares and looks for any similarity between them. The relationship with a role model is one way and rarely involves interactions. Mentorship involves interactions between all parties. Both parties must interact and mentors are limited in number. Mentoring and role models in organisations are vital for career progression. This is especially for women. Mentors and role models are an important source of career and psychological functions (Okurame, 2007). Research that exists on role models is limited. There is also a clear distinction between positive and negative role models. There is need to determine how female part-time managers relate to their mentors and role models (Durbin &Tomlinson, 2010). This is based on the importance of role models in career development. 2.4 Gender challenges and parttime work Women have in most cases treated differently from men in careers. Men are in some cases favoured as they are perceived as ideal employees (Tomlinson, 2006). This leads to organisations having assumptions about female careers roles on their level of commitment, family responsibilities and abilities. Research has proved that there exists a stereotype on female managers which hampers their career progression. In careers, women are outnumbered by men. Women also have social roles such as catering for the family that acts as a constraint in career progression (Lane, 2004). The masculine culture in the work environment contributes to the existing constraints on career progression. Literature shows that the transition to part-time work has great impacts on career prospects and workplace gender segregation. The reason women work in part-time is a major area of research on women employment. The scarcity of part-time managerial careers is based on the fact that they require long working hours and mobility. Managers for multinationals are expected to travel a lot and have little family time (Durbin &Tomlinson, 2010). This makes most of the management careers to be dominated by male employees. There is a common perception by employers that part-time jobs are meant for low-level careers. In most organisations, they reserve the management position as a full-time position. Women who opt to work on a part-time basis may find themselves underutilized. They may find that they are not using their experience or education fully in their new positions. In some cases, women transit from jobs demanding higher qualifications to those demanding lower qualifications (Tomlinson, 2006). Working below potential is a major problem for women who transit from a higher position to lower in order to work part-time. Women working on part-time jobs are less likely to access promotion opportunities. They are also susceptible to lack of experience due to reduced working time. They work for less time, unlike their male counterparts (Durbin &Tomlinson, 2010). Part-time work is given a negative perception by colleagues and organisation that may hinder job progression. 3.0 Proposal Approach To achieve thesis statement, the research will be based on a sample of female part-time managers in UK. The part-time managers will be selected from both private and public sectors. The female part-time workers will be selected from different industries. The research will use most of the employees who had made a transition from full-time to part-time employment. The proposed research will consider most of the group to have at least one child who is under the age of 6 years. The roles considered for female part-time managers’ ranges from senior positions in middle management. The research will take account of the education level of the participants. The sample used is small but will cover different occupations and industries in UK. The research will use phone interviews due to flexibility. Other interviews will be carried out through interviews that will be scheduled for evenings. The phone interviews will be recorded and transcribed. The interviews are expected to take a social biographical approach. This will involve taking respondents working life and exploring it based on their life histories. To identify the workplace that will be used in the research, the report will use a mix of workplaces. This is due to differing percentages of part-time workers in each sector. To generate data for work and career histories, role models and mentors, there will be the use of selected topics that will be incorporated into interview plan. The interview will map the employment transitions, employers, department, and work patterns on the current job. The interview will note the point in which women switched to their part-time current jobs. The employees will be questioned on their interactions with role models and mentors and their benefits from them. The data obtained from these interviews will be analysed in a deep manner to solve the research question. In research on role models, the proposed paper will use Gibson’s model that will be adjusted to accommodate part-time female employees that are not included in his work. 4.0 Expected outcomes The findings will be discussed based on four main themes. The themes are the career experience before and after the worker transited to part-time work, the part-time manager career aspirations and mobility, matters of work intensification, the current working time and the work life balance for the participants and finally the roles of mentors and role models for the female part-time managers. Despite a commitment to their careers, women still struggle to gain career progression. Lack of career progression for female part-time managers can be associated with inaccessibility to mentors and role models (Durbin &Tomlinson, 2010). The women are expected to face challenges as they balance work life with family life. It’s expected that the research will determine the number of women who had to renegotiate their salary as they made a transition to part-time employment. The results are expected to give insight on the experience of the female part-time employees. It’s expected that it will be possible to determine promotions that have taken place among the female part-time managers. The research is expected to give the reasons why the female managers switched to part-time jobs. The results are expected to give effects of part-time work on career progression for the female part-time managers. Through analysing the results, it will be possible to determine the effects of part-time work on networking. 5.0 Workplan Report writing process Number of days/weeks needed Additional reading and researching into chosen topic 3 days Inform selected sample on the interview schedule 2 days Start phone interview on selected female management part-time workers. 3 days Analyse the collected data 3 days Write the final report 2 days 6.0 Concluding Remarks Women make the largest group of part-time workers in UK. The challenges that they face in part-time employment have not been addressed despite the fact that they make the largest group. Women struggle to advance in their careers while working under the part-time arrangement. This issue is made worse by lack of mentors and role models. The support offered by male mentors’ differs from the support offered by female mentors. Part-time work remains gendered and marginalized even at managerial levels. This is a research that will be a great step in understanding the experience of female part-time managers. It will give great insight to the researchers and community on the issues that female part-time managers face in their working environment. This is an important step in filling the gap that exists in research on female part-time workers. References Cam, S. 2012, “Involuntary part-time workers in Britain: evidence from the labor force survey,” Industrial Relations Journal, Vol.43, no.3, p.242-59. Dick, P. and Hyde, R. 2006, “Consent as resistance, resistance as consent: re-reading part-time professionals’ acceptance of their marginal positions,” Gender Work & Organization, Vol.13, no.6, p.543-64. Durbin, S. and Tomlinson, J. 2010, “Female part-time managers: networks and career mobility,” Work, Employment and Society, Vol.24, no.4, p.621-640. Ehrich, L.C. 2008, “Mentoring and women managers: another look at the field,” Gender in Management: An International Journal, vol.23, no.7, p.469-83. Lane, N. 2004, “Women and part-time work: The careers of part-time NHS nurses,” British Journal of Management, Vol.15, no.1, p.259-272. Lawrence, T. & Corwin, V. 2003, “Being there: the acceptance and marginalisation of part-time professional employees,” Journal of Organizational Behaviour, Vol. 24, no.8, p.923-939. Okurame, D.E. 2007, “Perceived mentoring functions: does mentor’s gender matter?” Women in Management Review, Vol.22, no.5, p.418-27. Tomlinson, J. 2006, “Parttime occupational mobility in the service industries: regulation, work commitment and occupational closure,” The Sociological Review, Vol.54, no. 1, p.66-86. Read More