The ‘glass ceiling’ is a term used for the metaphorical barrier in professional advancement which makes it difficult, if not nearly impossible for women to rise to the top of corporate Australia (Lewis, 2015). The term originates from the 1980’s and is so subtly instituted that it is virtually invisible, yet so strong that it makes promotion unreachable for many women (Feminist, 2014). The barrier prevents women from advancing in the workforce and restricts them of opportunities, obtaining upper-level positions, pay rises and promotions (Lewis, 2016). However, there are those who say it is still questionable as to what effect and to what extent the glass celling continues to have on Australian women in the 21st Century.
‘Why is it harder …show more content…
Currently in Australia, there are very few women working at the top in major companies, in fact, only 5 percent hold Chief Executive Officer (CEO) positions, with men holding the rest (Fox, 2014). Yet, this seems to be peculiarly an Australian issue, as many other countries such as the US, South Africa and New Zealand maximise the potential of each individual, as opposed to basing these positions purely on gender (Schmidt, 2010). Many factors contribute to this issue in Australia; however, ‘the belief barrier’ is a term also used to describe this phenomenon. It identifies the social and cultural beliefs that dictate the role of a ‘good mother’ should be to stay home and care for her children. There also seems to be a certain stigma surrounding women in the workforce; they are expected to fulfil the stereotypical role that represents women as no more than homemakers who are supposedly unavailable seven days a week like the ‘ideal worker’. It is these very stereotypes that set Australia apart from other evolving countries (Schmidt, …show more content…
However, the statistics in 2012 saw only 3.5 percent of women in CEO positions in the ASX top 200 listed companies (Fox, 2014). Under the ASX diversity framework, Australian businesses are supposed to comply with a gender breakdown providing data on their directors and senior staff (Schmidt, 2010). Federal Sex Discrimination Commissioner, Elizabeth Broderick, believes this call to action in the corporate business world; one of the first structural interventions will eventually challenge the issue of gender imbalance in Australia (Broderick,
‘Why is it harder …show more content…
Currently in Australia, there are very few women working at the top in major companies, in fact, only 5 percent hold Chief Executive Officer (CEO) positions, with men holding the rest (Fox, 2014). Yet, this seems to be peculiarly an Australian issue, as many other countries such as the US, South Africa and New Zealand maximise the potential of each individual, as opposed to basing these positions purely on gender (Schmidt, 2010). Many factors contribute to this issue in Australia; however, ‘the belief barrier’ is a term also used to describe this phenomenon. It identifies the social and cultural beliefs that dictate the role of a ‘good mother’ should be to stay home and care for her children. There also seems to be a certain stigma surrounding women in the workforce; they are expected to fulfil the stereotypical role that represents women as no more than homemakers who are supposedly unavailable seven days a week like the ‘ideal worker’. It is these very stereotypes that set Australia apart from other evolving countries (Schmidt, …show more content…
However, the statistics in 2012 saw only 3.5 percent of women in CEO positions in the ASX top 200 listed companies (Fox, 2014). Under the ASX diversity framework, Australian businesses are supposed to comply with a gender breakdown providing data on their directors and senior staff (Schmidt, 2010). Federal Sex Discrimination Commissioner, Elizabeth Broderick, believes this call to action in the corporate business world; one of the first structural interventions will eventually challenge the issue of gender imbalance in Australia (Broderick,