![Career development of female managers in retailing: Inhibitors and enablers [An article from: Journal of Retailing and Consumer Services]](https://www.ebooknetworking.net/books/B00/0RR/bigB000RR5EZ2.jpg)
Career development of female managers in retailing: Inhibitors and enablers [An article from: Journal of Retailing and Consumer Services]
Book Details
Author(s)G. Maxwell, S. Ogden
PublisherElsevier
ISBN / ASINB000RR5EZ2
ISBN-13978B000RR5EZ7
MarketplaceFrance 🇫🇷
Description
This digital document is a journal article from Journal of Retailing and Consumer Services, published by Elsevier in . The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.
Description:
In the retail industry ''women are highly visible'' as employees and customers, but managers are predominantly male [Traves et al., 1997. Service Industries Journal, 17(1), 133-154]. To shed light on this anomaly, this article investigates inhibitors to and enablers of the career development of female managers in retailing in theoretical and empirical terms. The primary work comprises interviews and focus groups in three case companies, exploring career development experiences and practices. The evidence discussed supports the contention that active enabling factors, such as organisational values supporting gender equity and people-centred management styles, are pre-prerequisites for females' career progression.
Description:
In the retail industry ''women are highly visible'' as employees and customers, but managers are predominantly male [Traves et al., 1997. Service Industries Journal, 17(1), 133-154]. To shed light on this anomaly, this article investigates inhibitors to and enablers of the career development of female managers in retailing in theoretical and empirical terms. The primary work comprises interviews and focus groups in three case companies, exploring career development experiences and practices. The evidence discussed supports the contention that active enabling factors, such as organisational values supporting gender equity and people-centred management styles, are pre-prerequisites for females' career progression.
