Career journeys and turning points of senior female managers in small construction firms
Career journeys and turning points of senior female managers in small construction firms
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小型建筑公司高级女性管理人员的职业历程和转折点
DOI：
10.1080/01446190903280450
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发表时间：
2010
影响因子：
3.4
通讯作者：
M. Sexton
中科院分区：
文献类型：
--
作者：
Shu‐Ling Lu;M. Sexton
在联合王国，小型建筑公司的高级女经理人数不足。这种情况使该部门无法获得宝贵的劳动力资源，以解决严重的知识和技能短缺问题。扎根理论的职业发展，在这些公司的高级女性管理人员是从传记访谈。首先，一个转折点模型，区分人的机构和工作/家庭结构之间的相互作用。第二，确定了四个职业发展阶段。职业生涯的特点是临时决定和机会，不受旨在提高妇女在建筑业代表性的外部政策的影响。第三，注意到妇女拥有的小型建筑公司的“隐藏”但潜在的重大贡献。政策和实践的关键挑战是，在承认女性管理人员“生活经历”的“由内而外”的现实的同时，平衡这些外部方法。为了推进这一议程，需要：提供适当的纵向统计数据，以量化小型建筑公司高级女性管理人员和业主的规模;进行社会建设和性别组织分析研究，以就这些公司的性别差异进行一般性讨论。
There is under‐representation of senior female managers within small construction firms in the United Kingdom. The position is denying the sector a valuable pool of labour to address acute knowledge and skill shortages. Grounded theory on the career progression of senior female managers in these firms is developed from biographical interviews. First, a turning point model which distinguishes the interplay between human agency and work/home structure is given. Second, four career development phases are identified. The career journeys are characterized by ad hoc decisions and opportunities which were not influenced by external policies aimed at improving the representation of women in construction. Third, the ‘hidden’, but potentially significant, contribution of women‐owned small construction firms is noted. The key challenge for policy and practice is to balance these external approaches with recognition of the ‘inside out’ reality of the ‘lived experiences’ of female managers. To progress this agenda there is a need for: appropriate longitudinal statistical data to quantify the scale of senior female managers and owners of small construction firms over time; and, social construction and gendered organizational analysis research to develop a general discourse on gender difference with these firms.