The Integration of Females into Male-Oriented Jobs: Experiences of Certain Public Utility Companies.

Autor/inn/en	Meyer, Herbert H.; Lee, Mary Dean
Institution	University of South Florida, Tampa.
Titel	The Integration of Females into Male-Oriented Jobs: Experiences of Certain Public Utility Companies.
Quelle	(1976), (199 Seiten)Verfügbarkeit
Dokumenttyp	gedruckt; Monographie
Schlagwörter	Affirmative Action; Blue Collar Occupations; Employed Women; Employee Attitudes; Employer Attitudes; Employment; Equal Opportunities (Jobs); Females; Job Satisfaction; Labor Force Development; Labor Utilization; Performance Factors; Professional Occupations; Promotion (Occupational); Sex Stereotypes; Success; Vocational Adjustment; Work Attitudes + Suchen Sie Ihr Suchwort? 'Female employment; Women''s employment'; Frauenbeschäftigung; Arbeitnehmerinteresse; Arbeitgeberinteresse; Dienstverhältnis; Equal opportunity; Equal opportunities; Job; Jobs; Chancengleichheit; Beruf; Weibliches Geschlecht; Labor; Labour; Satisfaction; Arbeit; Zufriedenheit; Arbeitskräftebestand; Leistungsindikator; Berufsklassifikation; Aufstiegsberuf; Berufsförderung; Erfolg; Personalanpassung; Work attitude; Arbeitshaltung
Abstract	Detailed information was obtained from ten utility companies and individuals in those companies regarding their experiences with the integration of women into traditionally male jobs. The results showed that efforts to employ women in such jobs were predominantly positive, in spite of negative attitudes and resistance. A great majority of the women in male-oriented jobs were judged by their managers, peers and subordinates to be performing at least as well as most men in their respective jobs. Women in blue-collar jobs were likely to have more difficulties in adjusting to, and performing well in, the male oriented jobs than were women in professional or managerial jobs. Recommendations made with regard to actions that can be taken by organizations of all kinds to facilitate the integration of women into traditionally male jobs include: (1) The program must be monitored by an influential central staff person or group in the organization, (2) it must have strong backing from key executives, and (3) special recruiting, selection, training, and follow-up programs are often necessary to maximize the success of integration efforts. (NTIS/TA)
Anmerkungen	National Technical Information Service, Springfield, Virginia 22151
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2004/1/01