Organizational Practices and Second-Generation Gender Bias: A Qualitative Inquiry into the Career Progression of U.S. State-Level Managers

Author:

D’Agostino Maria1ORCID,Levine Helisse2,Sabharwal Meghna3ORCID,Johnson-Manning Al C4

Affiliation:

1. Public Administration, John Jay College of Criminal Justice, New York, NY, USA

2. Public Administration, Long Island University, Brooklyn, NY, USA

3. Public Affairs, University of Texas at Dallas, Richardson, TX, USA

4. School of Economic, Political and Policy Sciences, The University of Texas at Dallas, Dallas, TX, USA

Abstract

Ely and Meyerson’s gendered organizations framework reconceptualizes traditional gender differences defined by biology and lack of structural opportunities, to a complex set of social relations in the workplace. We apply this framework to second-generation gender bias to further understand impediments to women's career progression in the public sector workplace. In-depth interviews of state-level administrators in U.S. public sector agencies indicate that “narratives” perpetuate second-generation gender bias that is deeply ingrained in organizational practices and policies, especially for women and women of color. This framework can be applied to future studies examining the gendered nature of organizations in different workplace settings. Moving beyond already identified barriers, this study offers a comprehensive framework to understand how second-generation gender bias is central to long-standing workplace inequities.

Publisher

SAGE Publications

Subject

Marketing,Public Administration,Sociology and Political Science

Reference119 articles.

1. HIERARCHIES, JOBS, BODIES:

2. From Sex Roles to Gendered Institutions

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5. Agarwal P. (2018). Here is why organizations need to be conscious of unconscious bias. https://www.forbes.com/sites/pragyaagarwaleurope/2018/08/26/here-is-why-organisations-need-to-be-conscious-of-unconscious-bias/

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