Gender bias and management roles: A study of Women working in beverages manufacturing firms - operations division

Abstract

The number of women in positions of control and authority in Zimbabwean companies has remained small in the manufacturing sector, despite the increase in the number of educated women and the passage of legislation on gender equality. Although there is a surge in women’s education and employment, it is not leading to a decline in gender inequality and an improvement in women’s status in Zimbabwean manufacturing or operations fields. The drive behind this research was to highlight women’s experiences in Operations Management and see how they can improve their effectiveness. Among the objectives, was to establish the reasons why there is less representation of women in operations management as compared to men, to illuminate the challenges they face in such occupations and identify coping strategies that women who have made it in operations management relied upon to succeed. Theories used to ground this study included The Human Capital theory, Occupational Segregation, The Gatekeeper Philosophy, The Mommy Track Theory, The Glass Ceiling and The Labyrinth. Research questions focused on the views and experiences and of females who have come across issues of gender inequality in regard to professional advancement opportunities in the beverages manufacturing industry. In order to get a clear view of these experiences, the methodology of choice became qualitative. 18 women who work under operations functions in beverages manufacturing sector participated in the study. Data studied revealed a number of themes which were Fighting Back, Education-Training-Network, Traditional Organizational Culture, Traditional mentality- Transitional Workforce and Worker Bee. The findings show that lack of noticeable and concrete commitment to empowering women in organisations remains and it requires change. It requires that women stand united and support each other, paradigm shift in the education system to allow equal opportunities to both sexes, awareness in policy making demanding management to seriously consider women as potential shape shifters in upper echelons in operations management.