توسعه تاب‌آوری زنان در محیط کار؛ راهکاری برای شکستن سقف شیشه‌ای

Today, female managers in organizations face numerous challenges from gender discrimination to the glass ceiling. To face such challenges, it is essential to develop resilience capacity for female managers and resilience capacity is increasingly considered as a distinct advantage for female managers with the aim of turning adversity into evolution and progress in the workplace. Therefore, the current research was conducted with the aim of helping to develop the resilience capacity of female managers to break the glass ceiling. This research is applied in terms of purpose and descriptive-correlation in terms of data collection. The statistical population of the research consists of female managers of government offices in Khuzestan province, according to the latest statistics of the Management and Planning Organization of Khuzestan province, the total number of these managers is 205, based on Cochran's formula, the number of 128 people was obtained as a sample, and the questionnaire was conducted by a simple random method in It was distributed among the sample. Due to the possibility of returning incomplete questionnaires, 150 questionnaires were distributed, of which 130 questionnaires were returned. The findings of the research showed that the variables of interaction with the work environment, job adaptability and human resources management measures as independent variables with path coefficients of 0.12, 0.53 and 0.30 and significant numbers of 2.01, 8.40 and 3/15 have a positive and significant effect on the resilience of female managers. Among the three mentioned variables, the variable of job adaptability showed the greatest effect on the resilience of female managers. Also, the findings of the research showed that the resilience variable of female managers with a path coefficient of 0.58 and a significant number of 12.46 has a positive and significant effect on the ability to break the glass ceiling, and this effect is relatively strong.This research has helped to identify and understand the antecedents affecting the development of resilience capacity of female managers and shows how resilience can help to break the glass ceiling, as a challenge faced by women in the workplace.
 
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Keywords




Glass Ceiling, Human Resource Management, Interaction with the Work Environment, Job Compatibility, Resilience of Female Managers
 
Introduction
The history of the world has witnessed the enormous and undeniable role of women in various events; But in the past centuries, the role of women as half of the world's active population, especially in developing countries, has been neglected, which shows the existence of gender discrimination and inequality in various political, economic and social fields (Carmeli and Markman, 2011). In order to achieve balance, equality and eliminate discrimination, and as a result, better development of society, it is necessary that women can participate in the decision-making process at different levels of society, especially management levels. Today, female managers in organizations face numerous challenges from gender discrimination to the glass ceiling. To face such challenges, it is essential to develop resilience capacity for female managers and resilience capacity is increasingly considered as a distinct advantage for female managers with the aim of turning adversity into evolution and progress in the workplace. Therefore, the current research was conducted with the aim of helping to develop the resilience capacity of female managers to break the glass ceiling.
Rindova et al. (2009) believe that interaction with the work environment can bring benefits such as reducing stress, increasing communication with colleagues, and being equipped with resilience capacity and ultimately better performance.Job adaptability means that a person manipulates his attitudes, competencies and behaviors in the work environment to optimally align himself with suitable work environments (Jiang, 2012). In other words, a person has job adaptability who is able to handle job duties and assignments well and is compatible with them (Ramos and Lopez, 2018). Career adaptability is defined as the ability to adjust oneself to fit new and changed conditions in one's career through planning, exploring and deciding one's future (Brown, 2002). Career counseling, teacher-apprentice relationship and flexibility and adaptation to changes over time as components of career adaptation can be useful in developing and strengthening resilience in women.Hanga et al. (2016) believe that human resource management practices increase the ability of employees to deal with adversity. Ayed (2019) showed in research that human resources management measures have a positive and significant effect on the resilience of employees. The results of the research of Khan et al. (2017) showed that the four measures of human resource management, including job design, knowledge sharing, job rotation, and opportunities for employee career development, provide the basis for strengthening the resilience of employees. Cooper et al. (2015) found that resilience training as one of the human resource management practices can improve personal resilience and is a useful tool for developing mental health and subjective well-being in employees (Arnets et al., 2009; Glanaki et al., 2009; Pip et al., 2012). The persistence of the gender gap in management is considered an important issue at the global level. Although women are increasingly praised for having excellent management skills and effective management styles (Eagly, 2007), the lack of women in leadership positions is attributed to traditional attitudes, the glass ceiling, and the old boys' network (Stevens, 2010). Ragins et al. (1998) believe that the glass ceiling represents prejudices and attitudinal and organizational biases that prevent women from occupying senior executive positions. Morrison et al. (2020) believe that the women's glass ceiling consists of artificial barriers based on attitudinal or organizational biases that cause women and minorities to fail to reach higher levels of hierarchies, while this concept acknowledges that gender superiority at the top of the organizational hierarchy is much stronger than at the lower levels.
 
Methodology
This research is applied in terms of purpose and based on the method of data collection in the category of descriptive-correlational research. In this research, library method was used to collect information related to theoretical literature and research background, and questionnaire was used to collect data related to research variables. The statistical population of the research consists of female managers of government offices in Khuzestan province, according to the latest statistics of the Management and Planning Organization of Khuzestan province, the total number of these managers is 205, based on Cochran's formula, the number of 128 people was obtained as a sample, and the questionnaire was randomly selected among the sample was distributed. Due to the possibility of returning incomplete questionnaires, 150 questionnaires were distributed, of which 130 questionnaires were returned. The validity of the measuring instrument of this research was investigated in three ways: face validity, convergent validity and divergent validity. Face validity refers to whether items that are ostensibly designed to measure a latent variable actually measure that variable. Experts' opinions were used to measure face validity in this research. Convergent validity means that the items designed to measure a hidden variable have a high correlation with each other. Divergent validity means that the items of one latent variable are not highly correlated with the items of other latent variables and are different from each other. To calculate convergent and divergent validity, we must calculate the values ​​of average variance extracted (AVE) and average squared common variance (ASV).Therefore, for convergent validity, the AVE value of the variables should be greater than 0.5, and for divergent validity, the AVE value of the variables should be greater than their ASV (Rahimi, 2017), which according to Table 1, the AVE value of each of the variables is greater than 0.5 and the AVE value is greater than It is from ASV that it can be said that measurement tools have construct validity. The reliability of the measurement tool in this research was also examined through Cronbach's alpha and composite reliability.
 
Findings
The findings of the research showed that the variables of interaction with the work environment, job adaptability and human resource management measures as antecedent variables have a positive and significant effect on the resilience of female managers. Among the three mentioned variables, the variable of job adaptability showed the greatest effect on the resilience of female managers. Also, the findings of the research showed that the resilience of female managers has a positive and significant effect on the ability to break the glass ceiling, and this effect is relatively strong.
 
Conclusions
This research has helped to identify and understand the antecedents affecting the development of resilience capacity of female managers and shows how resilience can help to break the glass ceiling, as a challenge faced by women in the workplace. According to the results, the following suggestions can be useful for developing women's resilience and strengthening their ability to break the glass ceiling in the workplaceSuggestions at the individual level: improving women's individual knowledge on the subject of management in educational systems, demanding women in society within the framework of the law and developing a sense of demand, cultivating individual independence, improving constructive communication in the organization, strengthening self-confidence and self-confidence.Suggestions at the organizational level: providing career counseling programs to women, promoting coaching programs in the workplace, supporting the organization in giving women equal opportunities with men, giving women sufficient financial and material resources, aligning organizational policies with women's development structures, establishing Organizational justice, transparency in organizational rules, and compilation of desirable indicators for qualifying management positions.Suggestions at the macro level: general culture building and creating a positive attitude towards the ability of human beings away from discrimination, policy making in the field of women's advancement by formulating programs and monitoring the implementation of these programs, serious attention in the field of justice in society, public effort and participation Social in order to increase public awareness of women's entry into various fields, especially the country's management field, creating equal opportunities for education, opportunities to improve and develop skills, strengthening women's organizations in society.
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