Gender Segregation in Babcock

This project explores gender segregation in managerial roles at Babcock International, a British multinational corporation. It examines the perceived masculine characteristics of managerial roles and how they affect women's ability to succeed. The research analyzes barriers faced by women, including bias, family responsibilities, and the paradigm of male leadership. It also evaluates the effectiveness of Babcock's policies in challenging gender discrimination and addressing the lack of female representation in management.

To explore if managerial
characteristics in Babcock are perceived
to be masculine and whether this a

Table of Contents
CHAPTER 1: INTRODUCTION........................................................................................................4
1.1 Background of the research.......................................................................................................4
1.2 Rationale of the study................................................................................................................4
1.3 Aim of the research....................................................................................................................4
1.4 Objectives of the research..........................................................................................................5
1.5 Research questions.....................................................................................................................5
1.6 Scope of research.......................................................................................................................5
1.7 Limitations of research..............................................................................................................5
1.8 Dissertation structure.................................................................................................................6
CHAPTER 2: LITERATURE REVIEW.............................................................................................7
2.1 Segregation by gender in the Labour Market............................................................................7
2.2 Theoretical and Conceptual Framework....................................................................................8
2.3 Empirical Studies on Occupational Segregation......................................................................10
2.4 Characteristics of Managers.....................................................................................................10
2.5 Women Managers in Engineering...........................................................................................12
2.6 Barriers Women face in becoming Managers..........................................................................13
CHAPTER 3: METHODOLOGY AND METHODS.......................................................................16
3.1 Introduction..............................................................................................................................16
3.2 Research design.......................................................................................................................16
3.3 Research approach...................................................................................................................16
3.4 Research philosophy................................................................................................................17
3.5 Type of investigation...............................................................................................................17
3.6 Sampling..................................................................................................................................18
3.7 Data collection.........................................................................................................................18
3.8 Data analysis............................................................................................................................19
3.9 Research limitations.................................................................................................................19
3.10 Validity and reliability...........................................................................................................20
3.11 Ethical considerations............................................................................................................20
CHAPTER FOUR RESULTS...........................................................................................................21
CHAPTER 5: DISCUSSION.............................................................................................................28
CHAPTER 6: CONCLUSION AND RECOMMENDATIONS.......................................................30
6.1 Conclusion...............................................................................................................................30
6.2 Recommendations....................................................................................................................31
REFERENCES..................................................................................................................................33
APPENDIX........................................................................................................................................43
Interview Questionnaire..............................................................................................................43

Transcription................................................................................................................................43

CHAPTER 1: INTRODUCTION
1.1 Background of the research
Managers play an essential role in the business so as to guide organization towards
accomplishment of goals and objectives. Each organization tends to exist for a specific purpose and
managers are responsible for combining them to strategic activities so as to ensure that the same
has been achieved. They are responsible for combining and using organizational resources in the
best possible manner so as to generate maximum benefits out of it. Activities are designed
effectively which can thereby help in attainment of organizational goals.
Gender biasness is the common practice that can be noticed in various organizations
nowadays. Existence of major gender disparity in entities is the dominating culture of organization
in UK. Further, the ratio of females working in an organization is also quite low in comparison to
that of males. As per the reports of McKinsey & Company 2015, only one third of employees
believe that gender diversity must be top priority of their direct managers. The same study stated
that 70% of men think gender diversity to be an important aspect at the workplace (Acker, 2012).
There are only 12% women who believe that they have less opportunities for advancement. It is
due the male managers, whose decisions tend to affect diversity and equal opportunities to people,
irrespective of their genders, at the workplace.
Babcock international is a British multinational corporation which is headquartered in the
United Kingdom. It is specialised in providing support services to manage complex assets and
infrastructure in safety and mission critical environments. However, due to technicalities in
business aspects, gender biasness is quite common in Babcock. It is preferred by management to
hire males for position of managers in organization (Stainback, Kleiner and Skaggs, 2016). The
organization aims at exploring managerial characteristics in Babcock which are perceived to be
masculine and whether this affects a women’s ability to be a successful manager.
1.2 Rationale of the study
It is important for the researcher to have certain amount of relevance. It helps in ensuring that
the overall research is able to serve certain its purpose. The present research has helped in
providing in-depth insight of presence of gender biasness in the organization. It can be in terms of
position, promotion, incentives and pay scale. The investigator does not hold adequate amount of
knowledge with respect to subject matter. Hence, it will help in collecting appropriate information
regarding gender biasness in organization (Bolzendahl, 2014). Researchers, scholars and readers
will also be able to gather information that may prove to be helpful for them to conduct further
investigation later.
1.3 Aim of the research
The aim statement framed for the research is:

“To explore if managerial characteristics in Babcock are perceived to be masculine and
whether this affects a women’s ability to be a successful manager”
1.4 Objectives of the research
Based on the above aim, following research objectives can be formulated:
 To investigate gendered segregation of labour market
 To identify various characteristics so as to make a successful manager
o Are these characteristics labelled as masculine, feminine or neither?
 To examine the barriers faced by women in becoming managers
 To investigate the policies Babcock has implemented in order to challenge gendered attitude
towards women
1.5 Research questions
It is important to understand various research questions that are related to the overall aim
and objectives of investigation. Hence, framed questions for present investigation are:
 What are the various aspects related to gendered segregation of labour market?
 What are the various characteristics that are related to become a successful manager?
 What are the barriers that are faced by women in becoming managers?
 What are the policies that have been implemented in order to challenge gendered attitude
towards women?
1.6 Scope of research
The overall scope of present research is quite wide as it will help in developing in-depth
insight of gender biasness that may be persisting in the organization (Cahusac and Kanji, 2014).
Investigation will be conducted concerned to various aspects that are related to gendered
segregation of labour market and numerous elements based on which segregation is actually
performed. The research will then analyse various characteristics that are required to be present in
an individual so as to become a successful manager. The barriers faced by women while becoming
manager will also be discussed in the research report. These facts and figures can then be used by
other researchers as well so as to conduct their investigation on same or similar topic.
1.7 Limitations of research
Although, researcher tries to consider all the important determinants while conducting
research, there are certain limitations that can be faced by it. Since, present research will be
conducted on gendered segregation in an organization, it is difficult to carry it out with utmost
perfection. There are certain constraints that are attached to it. One of the major limitations is
limited availability of time and budget (Cranford, 2012). Conducting a research is a prolonged
process which requires adequate time for each and every aspect. Unavailability of the same can

have greater impact on the overall results of research. Budget is another core constraint that is
present in front of the investigator. Restricted availability of research may also have affected
overall conclusion of the investigation. Lack of availability of secondary information due restricted
entry to websites, have also barricaded the knowledge of researcher. However, appropriate
measures have been taken by researcher to ensure that there is lesser amount of impact on the
overall results of research (Wilson, 2017).
1.8 Dissertation structure
It is important for the researcher to have specific flow of dissertation so that reader will be
able to gather adequate amount of information and knowledge out of it. Hence, present dissertation
flows in the following format: Chapter 1: Introduction: It is one of the most important and first chapters of dissertation
which helps in providing overall idea of research. It helps in defining aim, objectives and
rationale of the research on which overall investigation will be conducted. Chapter 2: Literature review: It helps in collection of secondary information where views
or various authors are compared and contrasted with an aim to collect adequate knowledge
about the subject matter. Chapter 3: Methodology and methods: This chapter is responsible for stating research tools
and techniques that have been used by the researcher in conducting overall investigation.
Hence, it helps in defining the research design, philosophy and approach. Additionally, it
also discusses, sampling, data collection and analysis methods of research. Chapter 4: Data Analysis: The data that has been collected in primary format is analysed in
this chapter. It helps in preparing an assessment of responses of respondents and reach to
interpretation with the help of graphs and frequency table. Chapter 5: Discussion: This is quite a crucial chapter which compares information gathered
through primary and secondary sources. It helps in generating specific findings about the
subject matter.
 Chapter 6: Conclusion: Based on overall research conducted, it helps in deriving the
conclusion.

CHAPTER 2: LITERATURE REVIEW
2.1 Segregation by gender in the Labour Market
Despite their increasing incorporation into the labour market, women are less likely than men to
seek and obtain work (Kalev, Frank and Erin, 2006). One reason for lack of women in the
workforce is conflicts between work and family life (Leinonen et al, 2017). According to the
Mandel, (2013), women spend three times more hours per week on household chores compared to
men. Women spend more time caring for children, sick and disabled adults; the preparation of food,
and the cleaning of the home. Therefore, if the hours dedicated by men and women to paid work
are added to those dedicated to domestic work, women work longer hours than men.
The lack of representation of women in the labour market is explained by an inequitable
distribution of domestic work, the product of a model of social distribution of work according to
gender, in which men assume the role of "provider" performing "productive work" or paid work
outside the home, and women performing "reproductive work" or domestic work within the home.
The women’s work is socially undervalued because it is considered natural, inseparable and normal
for women, to the point of not really being considered a job (Kamerade and Richardson, 2017).
This model remains unchanged despite the increasing incorporation of women into the labour
market.
Women who work are concentrated in certain economic activities, such as activities extractive,
services and retail trade. According to Irvine, Leslie, and Jenny, (2010), certain occupations are
predominantly occupied by women (domestic workers, 96%, salespersons, 72%, and service
workers, 51.1%). The concentration of women in certain sectors of the economy and occupations
can also be explained in the work-sharing model, since in the labour market the roles assigned to
women are replicated and extended: care and care of people, cleaning and food preparation,
education, social relations; as well as the undervaluation of said work.
The sectors in which women's work is concentrated are generally informal, which affects the
quality of employment of women workers; in fact, underemployment affects in particular extractive
activities, retail trade and personal services (Susan, 2017). As a consequence, adequate employment
among men is much higher than among women (Huffman, Philip and Jessica, 2010). The
undervaluation of "feminine" work can even be institutionalised, as is the case with the regulation
of domestic work in a labour relationship that establishes a regime of reduced benefits compared to
the general one. To this horizontal segregation of women who work (depending on economic
activities and occupation in which they are inserted in the labour market), a vertical segregation is
added (depending on the hierarchy in which they are inserted in a labour organisation). In contrary,
in large organisations, only 6.44% of general managers are women, a percentage that rises to
15.86% in the medium-sised company and to 21.18% in the small company (Gorman, and Julie,

2009). The difficulty of moving up a career path would respond to a model of "male" labour
organisation that demands long working hours and ubiquity, dissociating family life from work
(Kılıç and Kuzey, 2016).
Even in the case that women perform a similar job and in a similar hierarchical position than men,
they receive a lower salary; this occurs in all occupations except drivers (which is predominantly
male, 98.9%), tripling the income of men compared to that of women among managers,
administrators and officials (Henson, and Jackie, 2001). Considering that the content of the
provision of services, remuneration and career path are determined in the employment contract,
these figures suggest that segregation patterns are reinforced by the hiring policies of companies
and other labour organisations.
2.2 Theoretical and Conceptual Framework
The term of occupational segregation that embraces the present study, is defined by Britton, (2000)
who describes the phenomenon as when individuals with the same economic characteristics have
different working conditions, and these differences are related to certain characteristics of such
persons (race, religion, gender). Segregation is a phenomenon that requires a measurement analysis,
in order to make decisions that are oriented to a less inequitable labour market; therefore the
present study will put in evidence this approach. The term segregation denotes two relationships. In
the first place, reference is made to segregation by branch of activity as the fact that women are
concentrated in certain economic activities, and therefore are totally or partially absent from the
others (Oliver, 2017). Secondly, occupational position segregation is analysed, which refers to the
discrimination that occurs with respect to the hierarchical level of the female gender within
organisations. Although segregation as such has not been analysed directly in a theoretical manner,
some aspects are found in the approaches of the authors of the theory of human capital, which are
associated with segregation and its causes.
The neoclassical theory of human capital assumes that workers and employers are rational and that
labour markets function efficiently. According to this theory, workers look for the best paid
positions after taking into account their educational qualities and experience, restrictions such as for
example small children who must take charge and their preferences, among other aspects (Madden,
2012). Employers seek to maximise benefits through maximising productivity and minimising
costs. From this perspective, explanatory theories of group differences are usually divided into two
major models: influences on the supply side or characteristics of workers and influences on the
demand side or characteristics of workplaces and its structures (Chamberlain, Crowley, and
Hodson, 2008). The explanations on the supply side stop at the characteristics and decisions of the
individual workers, attributing the differences to the qualification, intention and attitude in the
access to the labour market. On the other hand, the explanations of the differences in the demand

side mainly focus on discrimination in the labour market and on the aspects of the structure of the
labour market that perpetuate it.
According to Castilla and Stephen (2010), the participation of certain groups in the labour market,
could be analysed from the approach of the job offer. Britton, (2000) considers human capital as the
accumulation of investments in education, training at work, health and other factors that allow
increasing productivity. Therefore, all human attributes must be taken into account, not only at the
level of education, but also the degree to which a person is capable of putting into productive action
their range of abilities, which allow them to effectively develop diverse activities for achieve
productivity growth and economic improvement. Berrey (2014) also states that the fundamental
reason for the disparity in occupational achievement and in the level of remuneration between men
and women is due to the effort that each of these categories of workers devotes to their work
outside the home. Kevin (2017) assumed that even when women work the same number of hours in
the labour market, they devote less physical and mental effort to their extra-domestic occupations.
Based on the previous definition, the theory of Human Capital and the first approaches to labour
discrimination is proposed. Human capital is inseparable from who does the work, which implies
that it is closely related to physical, intellectual, etc. capabilities. The author concludes that the best
conditions lead to working conditions and higher occupations.
Florence, and Michele (2018) explain why women end up concentrating on women's jobs. In her
opinion, the reason is that women choose those jobs in which the salary losses due to absence are
minor. Secondly, there is the work demand approach under the Neo-classical theory. The
Institutionalist Theory and the approach of segmentation in the labour market, arise from empirical
studies that analysed poverty and underemployment in local markets of cities in the UK and will
give the present research another neoclassical view of the causes of labour segregation. For this
theory, the labour market is segmented by hierarchical categories; and it is very difficult for
workers to move from one segment to another. It should be noted that institutional theory focuses
on the problem of segregation in the demand for work, not on the characteristics of individuals or
groups of individuals; but it emphasises the role that companies have when hiring, since they are
the ones who choose (Acker, 2006). They assume that institutions play a decisive role in who is
fired, who is promoted and how much is paid to each one. Baxter and Erik (2000) associated with
the same neoclassical current of demand, proposes the theory of statistical discrimination, which is
presented when companies, or individuals who make the decision to use on behalf of an
organisation, grant work around to the characteristics of the group to which they belong and not
according to their own characteristics. This theory bases the business decisions of hiring labour on
the belonging of women to their female gender group condition; it does not take into account the
capacities of each individual or the intellectual attributes or capacity for the position (Brink and
Yvonne, 2012).

2.3 Empirical Studies on Occupational Segregation
This literary review gives an idea of the situation of the country in terms of labour segregation and
collects what has already been done in this field of the labour market. Kevin (2017) analysed the
evolution of the most marked differences by gender in the labour markets They study variables
such as labour participation, unemployment, job opportunities and income during the last two
decades of the 20th century. Cohen and Matt, (2007) seek to highlight the presence of segregation
towards women in the labour market. The results in the labour situation of women are varied: On
the one hand, wage differentials per hour have decreased significantly, a result that, according to
the indications, does not reflect that the total elimination of salary differences has been achieved.
The type of discrimination that persists is that based on the traditional feminine roles that still make
the woman most responsible for the administration of the home and the care of the children (EllIs,
and Abbott, 2015). Occupational segregation and wage discrimination between men and women
were estimated through the dissimilarity index. This segregation affects with greater intensity
specific groups of the population such as people with less education, those with lower incomes and
older. Labour segregation also contributes to increasing the wage gap to the extent that women are
confined to lower-income occupations while, despite having sufficient skills, they have limited
access to other occupations where they could obtain better wages (Gorman, 2005).
2.4 Characteristics of Managers
Maureen, and William, (2017) explained that men tend to be authoritarian in their approach.
Authoritarian manager’s words and activities stem from a main focus of roles and responsibilities.
These roles and responsibilities keep the system running, and the men that run these businesses lean
on their subordinate managers to communicate expectations. As the top-level management may
never communicate with the lowest level staffs, their link focused on superior to subordinate, same
to a top-down system. For oversight to take position, men as managers supervise the production
within the business through making a superiors and subordinates system. Each of the supervisors
assesses and assures that every part of the whole is fulfilling the expectation established by top-
level management (Alan and Joseph, 2017).
The research about women as managers explained businesses that work with contrasting methods
when compared to that of their male counterparts. These companies reach for higher performance
and greater productivity in a particular approach (Pal, Singh, and Bhardwaj, 2018). Women observe
an organisational structure, its personnel, and how targets must be completed within a holistic
mindset. They also do not normally observe management from a top-down method, but rather focus
at people regarding teams. These groups coordinate to work towards task completion, despite than
concentrating on personal effort. Despite of a focus on the weakest relation, women concentrate on
team productivity. Women focus for teams and groups to recognise as models and examples for the
business to work toward, get and make commonplace across the board. Moreover, women

managers explain the strengths of the individual, which has a proper influence on the organisational
culture (Mandel, 2013).
There are a series of characteristics that are becoming increasingly important in the results of
management activity. Several studies have indicated that the current society considers managerial
traits to be closely resembling characteristics which are possessed by men (Brescoll, 2016). The
most widely recognised descriptors of the different expectations of men and women are
“communal” versus “agentic.” Communal qualities, which are often associated with women
include affection, helpfulness and gentleness. On the other hand, agentic characteristics which are
regularly connected with men include assertion and control. Generalised expectations such as these
develops a structure for widespread stereotyping within the working environment (Heilman, 2012).
Leadership traits that mirror the agentic style have long been supported as desirable and have been
called the “think manager-think male effect” Speranza (2017). When women enter places of
authority such as managerial roles, they encounter a profound established complexity of
expectations where their employers want them to exhibit traits, but at the same time to exhibit
agentic traits (Heilman, 2012). Therefore, this emphasises the fact that women, often in managerial
roles, must find the right balance between masculine and feminine traits. This generates stress and
frustration for female managers who, despite their endeavours, regularly encounter attitudinal
punishments by employers and subordinates for not complying with perceived role. These penalties
may include poor evaluations, criticism, and social rejection (Cadaret et al., 2017). Furthermore,
most managerial roles are reported utilising agentic characteristics, meaning that men are
considered to be more suited to the job role. This is regardless of whether the position is in a field
that is viewed as customarily male-or female-situated (i.e. healthcare or education). As a result,
men will accelerate their climb up the corporate ladder, leaving women to slowly ride the glass
escalator and to work through external perceptions (Brescoll, 2016).
However, in recent years, slow and small changes having been occurring in the way in which
managerial roles are being perceived (Alan and Joseph, 2017). There has been a shift away from
agentic, transactional style leaning towards a more transformational management style. This shift
began since women proving themselves in managerial roles within soft industries such as human
resources and healthcare (Mandel, 2013). However, the absence of female leaders in other
industries still demonstrates significant inequality, revealing that there is still room for
improvement. Furthermore, the principle of ‘The Athena Doctrine’ can be used to remphasise the
notion that changes are occurring in the way in which managerial roles are being perceived. The
Athena Doctrine, explains how organisations would benefit from feminine values such as
collaboration, empathy and shared purpose. Adopting these “soft skills” in to the business, would
benefit the firm to create long lasting relationships which are mutually beneficial with customers

and communities. Adding to this, John Gerzma (co founder of the Athena Doctrine) revealed that
successful businesses foster environments for cooperation, communication, nurturing and
inclusiveness while assuring tough decisions are made and people are accountable for results. John
Gerzma and Michael D’Antonio revealed results of a global survey of 64,000 people from around
the world, where the results showed that two thirds of the survey respondents felt that ‘world would
be a better place if men thought more like women’. However, the important factor to remember is
that, this is not an ‘end of men’ manifesto. What the Athena Doctrine is trying to explain is that
men and women should display feminine traits (such as flexibility, nurturing and collaboration) to
solve complicated problems and to run any organisations successfully.
2.5 Women Managers in Engineering
Could the lack of female representation in engineering be just a phenomenon? Rincón and George-
Jackson (2016) contend that since societies are too dissimilar, it is very difficult to make
comparisons. However, in perceiving society and endeavouring to control for it, Van Langen and
Dekkers (2005) found in an investigation found in a comparative study between the U.S., United
Kingdom, Sweden and the Netherlands that accessibility of the pipeline, social traditions,
broadness of curriculum and labour market characteristics are the major reasons for differences, as
a few countries have respectable numbers of women in engineering. This can be reinforced by the
example that EUROSTAT (2004) suggested that Turkey (34.8%), Bulgaria (35.5%), and Portugal
(35.3%) possess the highest proportions of female students in engineering in Europe (Kusku,
Osbilgin, & Ozkale, 2007). However, this is not the norm. In all most every country, women
engineers are still a minority. A reason for this could be explained by the fact that women, when
deciding their careers, choose to major in what is seen as traditionally female fields (such as
education or nursing), whereas men are majoring in traditionally masculine fields. Historically,
engineering have been regarded as “heavy”, “dirty”, and “involving machinery”, leading both men
and women to perceive it as a masculine profession (Hunt, 2015). In few Asian countries such as
India and Malaysia, engineering is still considered as a profession for men. This can be backed up
by the fact that (Kevin, 2017) reported that most people in India presumes that mechanical
engineering is not suited for girls. However, this could soon change due to the growing trend of
“feminisation” of pure science fields which has occurred due to women associating prestige to
science degrees. Additionally, the growing skills shortage in engineering also works I favour of
female engineers as the engineering industry needs more workers than ever before (Cadaret et al.,
2017).
Engineering profession is one of the most sex-segregated occupations in the UK, with women
representing around 15 percent of the overall engineering workforce and as little as 8 percent in
specialised areas like mechanical engineering (Pal, Singh, and Bhardwaj, 2018). To refer this
disparity, engineering companies have actively observed to encourage so much so that female
engineers are currently in managerial roles in numbers unequal to their common representation as

staffs. Engineering companies have well-meaning aims about the promotion of female engineers
but moving them into managerial roles may establish a type of "intra-occupational segregation" that
emerges to have unintentional wrong consequences. Females are stereotyped as having less
technical skills in engineering, which defines why men are much expected to remain on the
technical part and female are tracked into the management side (Kevin, 2017). Though women's
enhanced access to managerial levels in male-dominated careers must represent an essential phase
in focusing sex segregation through supporting further women to keep in engineering, it may really
run counter to the retention advantages that companies are focusing to get.
Companies are properly trying with this issue of attracting and then retaining women in the
engineering field, and are establishing a concerted attempt to correct this inequity. But in their
passion to attract and retain female engineers, they can be overcorrecting and thus undermining
what they're focusing to get. Having female in managerial roles also focuses to support the view
that women have "soft skills" like the capability to communicate and socialize with co-workers but
lack the technical skills to be in a highly specialised job (Florence, and Michele, 2018).
2.6 Barriers Women face in becoming Managers
Numerous investigations demonstrated the need of having women on boards and senior
management. Despite this, the participation of women in these decision-making bodies remains low
in many countries (EllIs, and Abbott, 2015). Why does this happen? Several researches have
studied this phenomenon and have found that there are a number of barriers that prevent women
from being considered for management positions. Usually these barriers have been identified with
the term "glass ceiling" and “figure of a labyrinth”. Some of the barriers that are observed are:
2.6.1 Glass Ceiling
According to (Cook and Glass, 2013), the “glass ceiling” is a metaphor first used by Nora Frenkiel
in Adweek in March 1984. This phrase was used to explain the subtle, invisible obstacles women
face after they attain mid-management positions. After progressing to the top of middle
management, women face an obstacle (glass ceiling) which makes them unable to pass through the
barrier (Mujahed and Atan, 2017). The media and other contemporary messaging convey that this
discriminatory constraint is being broken; the unmistakable the truth is that despite everything, it
still exists (Bruckmüller et al., 2014). Further, nuances of this restriction are surfacing in new
forms, eliciting such terms as glass escalator, slippers, and cliffs (Cook, 2010).
2.6.2 Labyrinth
Likewise, another term which was proposed more recently for these boundaries is the labyrinth,
demonstrating the confounded, depleting challenges that women must pilot on their way to senior
roles (Bruckmüller et al., 2014). Although additions have been made in numerous employment

areas, women remain altogether underrepresented in places of power (Cook and Glass, 2013). This
can be backed up by the fact that under 16% of corporate officers and board members from Fortune
500 organisations are ladies (Carli and Eagly, 2016). However, these positions have frequently
included some significant downfalls to women who do accomplish them (Brescoll, 2016). This
includes burdens such as stereotyping, prejudice, sexual harassment, tokenism, and isolation
(Mujahed and Atan, 2017).
2.6.3 Paradigm of Male Leadership
In the business world, management has been defined from a male paradigm, where the leadership
style of this model responds to patterns and characteristics of this genre. This paradigm is exposed
in a phrase of McCarty and Campbell, (2006) who stated that in most countries "to think manager
is to think male". There is a social norm that leadership is a masculine activity. In fact, the leader
prototype has historically emphasised rather masculine characteristics, so women candidates often
do not see how they fit into this leadership mould.
Since gender equality is emphasised people continue to expect and value masculine leadership
behaviors, such as: competitiveness, rudeness and aggressiveness, among others. One of the main
obstacles that women face to enter this reserved space of the directories is stereotypes. In general,
there is a stereotyped vision of how a CEO should look and act, and this perspective does not fit
with that of a woman. There is also talk of the existence of an evaluation bias related to women.
Kotterrn, (2006) explained that women were required to meet a greater number of requirements
than their male counterparts.
2.6.4 Unconscious Bias
Humans are often heavily influenced by their primary innate biases which work outside of their
judicious and legitimate reasoning and assume a major part in the way they deal with decision
making (Amodio, 2014). One bias specifically is unconscious bias whereby humans quickly and
routinely sort individuals into groups. Our unconscious mind enables us to rapidly process
everything going ahead around us, choose which data to center around, make derivations and
suspicions, and feel attracted to some people but not others based on emotions (Reuben, Sapienza
and Zingales, 2014). Therefore, unconscious bias makes humans see reality the way our
predisposition enables us to see it.
It was found by Coffman, Exley and Niederle (2018) that men are twice more likely to hire men for
any job even if both genders have same qualifications due to latent bias that have been distilled
upon humans. This study found that male employers favour men in recruiting, not because they are
prejudiced against women but they have a perception that men perform better on average at certain
tasks. This is especially true in STEM fields (Amodio, 2014). On the other hand, when women

were making the decision, 50% of the time women were hired, in comparison to 40% women
getting hired when a male was in charge. This reveals that unconscious bias is existent within
organisations were men are in charge. Other aspects within organisations unconscious bias is
present includes; performance evaluation, where managers may feel more comfortable interacting
with people similar to them and promotion and succession planning, where men tend to promote
men (Reuben, Sapienza and Zingales, 2014).
2.6. 5 Conflicts between Work and Family
The conflict between work and family, more specifically, the family responsibilities faced by
women, is also a major obstacle identified in several studies that analyse the low percentage of
women in directories (Koshhal, and Çaya, 2016). Many times, they must decide between
continuing to advance in their professional career to the detriment of the family or vice versa. It is
observed that the perception of family demands affects the possibilities that they are hired as well
as that they achieve promotions. In the recruitment process, there is an unconscious bias of anti-
hiring of women, because it is thought that there is an inability to reconcile work and family, which
will result in lower productivity on the part of women in senior management, given that they will
privilege the roles of the household over the roles of work. In addition, the perception of greater
family demands affects the possibility of being proposed for senior management positions, because
those who are in a position to propose promotions, even if they find them qualified, assign women
greater restrictions to work (Voros, 2003).
Undoubtedly, the demands of family life are more demanding for women than for their male
peers. Generally, the care of the children, the care of the elderly and domestic tasks falls mainly on
the woman. This could be a reason why 37% of professional women voluntarily dropped out of
employment at some point in their lives, compared to 24% of men (Carli and Eagly, 2016).
Furthermore, many women after their workday come to work at home, generating a kind of "double
day". EllIs, and Abbott, (2015) observed that women spend 3 hours more than men in unpaid work
activities. Therefore many times the disinterest in moving up comes from the women themselves,
who perceive that they cannot reconcile unpaid work (caring for dependents and / or household
chores) with work on the Second Shift.

CHAPTER 3: METHODOLOGY AND METHODS
3.1 Introduction
After literature review, the next important chapter of research is methodology and methods. It
will help in discussing the methods that have been used by the researcher in conducting present
research. The chapter plays an important role in critically analysing various methods and assessing
which will be the best suited method for research purpose with specified aim and set of objectives.
The research methodology will be responsible for discussing research approach, philosophy and
design. It will also be responsible in focussing upon sampling, data collection and analysis
methods.
3.2 Research design
Research design is the overall blueprint of complete investigation. It helps in developing right
kind of outcomes in an appropriate format. In this scenario, it becomes important to prepare an
assessment of various components which can be stated in the aim and objectives. Choosing right
kind of research design has dependence on what type of aim has actually been framed by the
researcher for present study. There are basically various types of research designs such as
exploratory, explanatory, descriptive, etc. Since, main aim of study is to assess gender segregations,
the best suited type of research design will be exploratory investigation. It will help in developing
the outcomes and analysing factors that actually enhance or impact females to come over leadership
positions. This research design has been selected to obtain perfect solution regarding subject
matter. Hence, it can be stated that scholar can help in addressing the objectives in an accurate
format which can thereby help in generation of better outcomes. It is difficult for the researcher to
conduct an investigation in absence of overall research design (Mastracci and Bowman, 2015).
Since, exploratory research design is flexible as well as adaptable to change, the constant changes
in masculine or feminine aspects of managerial position can be assessed out of it. To perform this
function, ground work has been done by the investigator to ensure that all the aspects related to
gender segregation have appropriately been assessed so as to reach to the solution.
3.3 Research approach
Research approach is another significant aspect of research methodology which plays an
important role in drawing out the solution of study. The specifications of research approach are
identified so as to make sure that researcher will not get distracted from actual path of aim and
objectives. There are basically two types of research approaches. These are inductive and
deductive. Inductive approach helps in development of new theory with the help of existing aspects
available about subject matter. Another important aspect is that it helps in finding out something
new which can then be presented to the readers. However, in case of deductive approach, it helps in
testing already existing theories with the help of assessment aspects. In the present research as, it is

based on analysis of availability of gender segregation at the workplace, inductive approach has
been used by researcher for drawing out results. The technique will be helpful in drawing
something new and altogether a fresh research will ultimately be presented to the readers. Inductive
approach helps in developing ideas with the help of observations and experience rather than opting
for the stated data that has already been available in other researches. In the present case as well,
focus will be made on observing and analysing undergone experiences of women employees in
Babcock so as to ascertain that whether there is requirement of bringing any kind of changes in its
set up or not. In order to perform this function, inductive approach will prove to be an effective
one.
3.4 Research philosophy
Research philosophy is considered to be an overarching term that is directly or indirectly
associated to enhancement of idea and knowledge regarding the subject matter. It is difficult to
draw out results in absence of research philosophy. There are various methods of research
philosophy. These are positivism, interpretivism, realism, etc. (Chan and Anteby, 2016). Positivism
research philosophy helps in the formulation of hypothesis and conducting test of same. The results
of that test help in understanding overall conclusion of research. However, in interpretivism
research philosophy, it is helpful in providing suitable justification to issue and then to solution as
well. The technique proves to be quite helpful in finding out explanation to knowledge collected
and then applied to the research. It also plays an important role in finding out actual reason behind
the issue. In the present investigation, positivism research philosophy will be taken into
consideration. Since, the aim of present research is related to gender segregation in Babcock, it will
be useful to prepare a hypothesis and then reach to certain conclusion with respect to the framed
aim and objectives.
3.5 Type of investigation
Type of investigation is one of the most important aspects that help in guiding various aspects
of overall methodology. It plays an important role in collecting, analysing and ultimately
summarizing the information about specific subject matter. It plays an important role in making the
overall research which is quite effective in nature. Adoption of this technique helps in ensuring that
research issue has been dealt in a well-defined manner, thereby leading to generate effective
conclusion out of it as well (Bækgaard and Kjaer, 2012). Without analysing which type of
investigation has been used, it is difficult to prepare overall study and reach to a valid conclusion or
results out of it. There are basically three types of investigations. These are qualitative, quantitative
and case study. Qualitative research is descriptive in nature which is used to develop in-depth
understanding regarding subject matter. However, in case of quantitative research, it is quantifiable
in nature and hence, it uses statistical tools and numerical data that can ultimately help in drawing

out the results effectively. In the present research of gender segregation at leadership positions,
qualitative research will be taken into consideration so as to develop in-depth understanding
regarding the same.
3.6 Sampling
Sampling is considered to be subset of overall population. It is difficult for the researcher to
conduct its research on all individuals who qualify to be a part of investigation. Hence, in this
scenario, it is essential to choose specific number of people who can represent the overall
population in a well-defined manner. One of the best methods is to give equal chances to each and
every unit to get sample out of population. It is called as probabilistic sampling. It helps in giving
equal chances of every set so as to get selected in the sample (Caceres-Rodriguez, 2013). The
approach is unbiased and must be used by the researcher while conducting research. In present
research, probabilistic sampling technique will be used by the researcher where females will be
chosen set of population for investigation. In this scenario, 19 women who work at managerial
position in Babcock will be chosen for research on probability basis. It will be the representation of
overall population of females that may be present in Babcock.
3.7 Data collection
Another important aspect of research methodology is data collection method which plays a
substantial role in the overall investigation. Data can be gathered in primary or secondary sources.
Primary source helps in gathering first hand data which is generally collected in the form of
questionnaire, surveys and interviews. However, in case of secondary type of data collection
method, books, journals articles, internet websites and research papers are taken into consideration
so as to concrete basic knowledge regarding subject matter (Odrowaz-Coates, 2015). Data and
information collected from secondary sources can help in increasing effectiveness of research. It
helps in interpreting relevant information and critically analysing the facts and figures that have
been given by other researchers on similar subject. In this context, it increases the overall
effectiveness and preciseness of researcher ultimately having great impact on overall conclusion
and recommendations of research. In the present research, both primary and secondary type of data
will be used in investigation. Primary data will be collected in the form of interview format from
females of Babcock (Seron and et.al., 2016). There are 8 questions that have been framed so as to
analyse their experience and section procedure at Babcock. Questions will be related to their
working experience, growth opportunities, promotion, etc, while working with Babcock. However,
secondary data will be collected through books, journals and other online sources. Author has
initiated to acquire the access and interpret the relevant data efficiently so that one can reach to
effective and efficient conclusion.

3.8 Data analysis
Data analysis is considered to be one of the most important aspect of research which helps in
analysing the data that has been collected by scholar in primary or secondary format. It can be
performed in qualitative or quantitative manner. Qualitative analysis helps in developing deeper
understanding regarding subject matter, which can then help in ensuring that all the important
aspect related to gender segregation in Babcock have been assessed. However, in comparison to
this, quantitative analysis helps in finding out statistical data that can be backed with figures
collected from employees during data collection. In the present research, qualitative type of data
analysis method has been adopted by the researcher, where, data gathered from primary and
secondary sources have been analysis. In order to perform this function, themes will be formulated
to present thematic analysis, which is considerably important in the present case. It has helped in
generation of effective output for the research which is understandable in nature for the researchers.
All the objectives, being framed by the researcher, has been taken into consideration while
initiating this type of analysis so that appropriate output can be generated out of it.
3.9 Research limitations
It is difficult to present an error free research. There are certain limitations that are faced by
the researcher while conducting the study. Some of these limitations are mentioned below:
 Prolonged process: Research is a prolonged process and require adequate amount of time to
cope up with the issues and practices adopted while conducting research. In this scenario, it
becomes difficult for investigator to focus on each and every activity. It may have greater
impact on overall results of the research due to unavailability of adequate amount of time with
it (Gauchat, Kelly and Wallace, 2012).
 Access to secondary data: Secondary data plays an important role in conducting a research. It
helps in finding out basic information about subject matter and also certain researches that have
already been conducted on similar topics. However, there are certain websites on which it is
difficult to get access due to restricted entry. It could have restricted secondary information in
the dissertation. There are chances that some important information might have been missed by
the investigator while conducting research on stated topic, thereby altering ultimate conclusion
and recommendations as well.
 Inadequate budget: Since, interview process has been selected by the researcher, it is important
to have adequate budget with the investigator to visit each and every individual who have been
shortlisted in the sample. Budget is required to perform various functions, from collection of
primary data to secondary data. Inadequate availability of the same can restrict overall access of
the research and thereby having a great impact on overall results of the research as well. Hence,
it is important for investigator to ensure that adequate amount of budget is available with it to
serve overall purpose of the research.

3.10 Validity and reliability
Validity and reliability ios the major concern of not only the researcher but also of readers as
well. It helps in analysing and ascertaining that whether the data, that has been included in the
research or dissertation is valid or reliable enough or not. validity of information can be stated as
quality of the information, which has been presented, must be factually and logically sound
(Williams, Muller and Kilanski, 2012). All the information collected from other secondary sources
must be properly cited and must be gathered from authentic sources. Unavailability of reliability in
research can make it incomplete and appropriate knowledge cannot be gathered by the readers out
of it. Thus, it is important for the researcher to ensure that research is reliable and is able to
generate valuable outcomes. It has been made sure by the investigator that research is valid as well
as reliable with effective outcomes generated out of it.
3.11 Ethical considerations
Ethics is one of the most important aspects, which is required to be taken care of by the
researcher, while conducting any study. It plays a substantial role in ensuring effectiveness and
appropriateness within the research which thereby helps in generating perfect outcomes which are
ethically viable for the researchers. It is quite important for the researcher to ensure that data
collected for analysis purpose is accurate and no changes have been initiated in it so as to gather set
results. It can decrease its ethical viability. All the aim and objectives must ultimately be achieved
in such a manner that researcher can be able to gather authentic knowledge out of it (Bilimoria and
Liang, 2012).
Another important consideration that is required to be made by the researcher while conducting
present research is related to citation and plagiarism. All the information that has been gathered
from other sources and where input of some other researcher has been put, it is important that is
well cited with its source. Any material taken int his manner must appropriately be paraphrased and
rephrased in own word so as to avoid any type of legal actions. It helps in ensuring that all the
information has been presented in a well-defined manner and ethics related aspects have are
considered while considering the research.

CHAPTER FOUR RESULTS
This chapter intends to explain the findings of the semi-structured interviews which were
conducted at Babcock from 19 female respondents who works as mangers from bands 3 to 7. To
accomplish this to an adequate standard, both, secondary and primary research methods have been
utilised with the aim of collecting data and analysing it. All interviewees were asked 8 questions,
all of which were answered in their opinions.
Theme 1: Qualities used by females in Babcock while being a manager
In recent years organisations saw the rise of women in managerial positions which aided
in proving that men and women manage differently. To comprehend qualities used by female
managers at Babcock, they were asked to state the qualities they use most while being a manager.
When answering this question all participants gave various answers. Top qualities majority of the
respondents claimed they use were; empathy, flexibility, assertion and ambition. One respondent
from Band 3 said “I try to always empathise and nurture my employees so that they feel
comfortable communicating with me. On the other hand, a Band 7 respondent stated “Since I
have a task-oriented behaviour, I am quite assertive when I need to be. I feel that this helps me
to get the job done and that no time is wasted”.
Qualities used Number of Respondents
Empathy 7 managers in total (4 from lower management and 3 from middle
management).
Flexibility 8 managers in total (5 from lower management and 3 from middle
management).
Assertion 13 managers in total (5 from lower management, 6 from middle
management and 2 from senior management).
Ambition 10 managers in total (2 lower management, 5 middle management and 2
senior management.
The table above displays how qualities used by females in various bands differ. Both women
interviewed from senior management use qualities such as assertion and ambition, whereas
managers in lower management and middle management use more empathy and flexibility while
working. This reveals the importance of ensuring managerial qualities are used as per the prevailing
environment of the organisation.
Theme 2: Do the above mentioned qualities help to become a successful manager?

It is vital that managers have the correct set of qualities to handle their subordinates as well
as do their job correctly. Since this can aid managers to ensure that the team is able to perform well
at all times. Therefore, the second question the interviewees were asked was whether or not the
qualities they said for the first question help them to be a successful manager at Babcock. When
answering this question, 100% of the respondents answered yes, meaning that the skills they use
currently does help be successful in their job. One respondent who said she uses skills such as
assertion, as well as empathy stated “In any managerial position, I think it is vital to have a mix
of qualities to ensure you do your job well, but also tailor the qualities to the situation. Hence, at
times I prefer to develop interpersonal relationships with my employees to create a healthy
ambience at work. Whereas other times, when work needs to be done before a deadline I am
quite assertive. Having a mix of these qualities enables me to do my job well.”
84% of the interviews claimed that in their position they use a mixture of skills according to
the situation and this along with the skills they use is what enables them to be a successful
manager.
Theme 3: Communal vs Agentic Qualities
Several studies outlined that society considers managerial traits to be closely resembling
characteristics which are possessed by men (Brescoll, 2016). The most widely recognised
descriptors of the different expectations of men and women are “communal” versus “agentic.”
When in power men use agentic qualities such as assertion and control, whereas women use
communal qualities like helpfulness (Heilman, 2012). To determine whether communal or agentic
skills are more used by the female managers at Babcock, the participants where asked the question:
“In your managerial position, would you say that you use skills such as assertion and control or
helpfulness, affection and gentleness more?”
One respondent from Band 7 stated that she uses assertion and affection equally since she
believes they don’t need to be separate. “Not everyone responds to assertion and control and not
everyone responds to affection and gentleness. If you use only one side then you will only reach
one side.” Another respondent from band 5 stated, “I am more assertive rather

than being focussing on only one aspect of the decision. It helps me ensuring that adequate
growth has been initiated out of it. I also try to add other skills, such as, affection and
helpfulness so that they can experience a sense of belongingness with me and with the team.”
This statement reveals that this respondents uses a mixture of communal and agentic skills, but
tends to use assertiveness more. Out of the 19 participants interviewed, 100% of them stated that
the use a mixture of all these skills depending on the situation. However, 68% of the respondents
stated that even though they use qualities such as helpfulness, affection and gentleness, they use
assertion and control more. Overall, female managers at Babcock uses assertiveness and control
more than helpfulness, affection and gentleness which is illustrated by the graph below.
Theme 4: Experiences of being a Manager at Babcock
For the researcher to understand the experiences of women working in a male dominated
industry, the question “What are your experiences of being a manager at Babcock?” was asked.
This question had a mixture of responses, some positive whereas some were negative. A respondent
from Band 5 stated that she has been in her current position for 3 years and still have not been
promoted to the next level. She further specified that she thinks this is because she is a female. “I
have often felt that I have not yet been promoted, even though I deserve it, because the
management assumes I will not be able to handle the position.” Another respondent stated that
since she works within a male dominated department, despite her position, it is sometimes hard to
ensure her voice is being heard. She stated “Culture within Babcock has a huge impact. The
stereotype of being the ‘weaker’ sex, and therefore not being seen as an equal can be evident
especially in an environment where there is a higher demographic of men and therefore a
generation where men where the main providers and

money earners.” On the other hand, a Band 3 respondent said “Overall, I have had good
experiences within Babcock. As a line manager I have predominately managed women so I have
not experienced challenge but I have experienced from other team members, that are male, some
challenge over my authority and it has taken time and engagement to resolve.”
Overall, out of the 19 respondents that answered this question, one theme that came up was
that all female managers at Babcock have been discriminated against due to gender. Due to
working in a male dominated organisation, they are often questioned about their ability and
authority. Lack of respect for female managers was another theme that was evident from the
interviews. 8 respondents stated that despite being a manager they are sometimes referred to as
“girl”, “sugar” or “darling” “which is belittling”. Another respondent added that “most people
would not call their male superior ‘sugar’ or ‘darling’ but as a female this is culturally seen as
acceptable”.
Theme 5: Gender Discrimination at Babcock
“Have you ever faced gender discrimination at Babcock?” was asked as a question to
identify whether gender discrimination is present in Babcock. However, after analysing the results
of the question 4, it was evident that some form of gender discrimination is present within
Babcock. Conversely, asking this question enabled the researcher to gather more information
regarding the discrimination. 100% of the interviews stated that they have faced gender
discrimination in one form or another. 36% stated that they only face small amounts of gender
discrimination, whereas the rest say it is very common in Babcock.
One theme that came up was that gender discrimination exists within Babcock’s
recruitment. One respondent stated “Gender Discrimination is quite a common phenomenon that
is present in functioning aspects of Babcock. There is adequate amount of discrimination in
selection procedure of the staff where employment is generally given to the males only.”
Another respondent claimed that “Even if females are called for interview, they are not
selected or are rarely selected by management of the organization.” She carried onto say that her
friend named ‘Chris’ applied for a role in Babcock and received an email asking for an interview,
stating she was over qualified and perfect for the job. However, after the interview she was told
that the job was no longer available. Another respondent said that

“even if you are skilled and clearly able there is still a perception that females are not as capable as
males.”
From the above responses it is apparent that gender discrimination is common is Babcock and
that males are given more job opportunities in comparison to that of females. This has resulted in
demotivation of female managers as they are less likely to get promotions and have fewer
opportunities to grow.
Theme 6: Barriers Faced while becoming a manger
Female managers are still a minority since traditionally managerial jobs were considered to
a job for men (Cha, 2013). However, recently the UK has witnessed a rise in the number of female
managers (Mann and DiPrete, 2013). Despite this, the number of female managers are still low
since they face several barriers when attempting to become a manger. To understand the barriers
female managers are Babcock has faced they were asked “What barriers have you faced while
becoming a manager?”
The three barriers that were commonly stated by the respondents were: 1) Bias, 2) Family and
3) Paradigm of male management. Additionally, the 2 band 7 interviews stated that they feel like
they have hit the glass ceiling in their position now. One of them stated that “Now that I am in
senior management, I have not been offered job opportunities or training to improve my skills
further. Whereas male colleagues I work with are provided extra training to improve their
skills.” The other Band 7 employee stated that “since I have already been promoted to senior
management, I feel like my managers don’t feel like I need to go further up.”
Whereas, a respondent from Band 6 stated “I am happy with the position I am in at the moment.
However, a little part of me do want to be promoted. But being promoted means I would have
increased workload which would be difficult to do while looking after two children.” Another
respondent from band 5 claimed that since Babcock is predominantly men, they are sometimes bias
in decision making. “Men prefer to hire men” is what she claimed since “most men at Babcock,
maybe due to their age, think that women are

women are incapable of managing a team”.
Overall, the graph on the side displays the barriers female managers face at Babcock. The
‘other’ on the graph represents barriers such life style choice.
Theme 7: Are Babcock's policies to challenge gender discrimination at work successful?
Babcock, being a member of WISE (Women into Science and Engineering), takes various
steps to ensure adequate gender diversity within the organisation. To understand whether or not
the Babcock’s policies to challenge gender discrimination at work is successful, the participants
were asked “How successful do you think Babcock's policies are to challenge gender
discrimination at work?”
Answering this question, 78% of the respondents agreed that they feel Babcock’s policies to
challenge gender discrimination at work is not successful at all. One respondent claimed
“Policies are there as are minimum requirement with no real support”. Contrariwise, 12%
claimed policies are successful to a certain extent. However, all 12% who claimed policies are
satisfactory claimed that it’s not the policies that needs improvements, it’s the attitude of men.
For example one respondent stated “Babcock’s policies are satisfactory. Gender discrimination
is present at work, however not all females face this. I don’t believe changing policies can
improve the workplace for women. What needs to be changed is the attitude of men at work.
Unfortunately, no policy can do this.”
It can be interpreted from the above responses that Babcock’s policies are not successful in
reducing gender discrimination, making women less satisfied with their workplace. This reveals
26

that there is requirement for Babcock to bring changes in attitudes of men working within
Babcock which can benefit from higher satisfaction of female employees.
Theme 8: Does Babcock do enough to address the lack of female representation in
managerial roles?
Out of 2415 managers in Babcock, only 13.7 % is female, with the remaining 86.3%
being male managers. This reveals a lack of female representation in managerial roles. Therefore
to understand if Babcock does enough to address this problem, respondents were asked “Do you
feel Babcock does enough to address the lack of female representation in managerial roles?”
Answering this question, 100% of the respondents claimed that they feel Babcock does not do
enough to address lack of female representation. While 63% claimed that they feel only women
in the organisation see this as a problem. One respondent said “Babcock only does the bare
minimum to address this issue. Since the company is predominantly male, they don’t consider
lack of representation as a problem”. Another respondent similarly stated
that “Only females think this is a problem and therefore they are the ones trying to make
the changes. Since there aren’t many women in the organisation, it is hard to address this
issue.”
Analysing these responses, it is evident that female managers at Babcock feels that their
company does not do enough to address lack of female representation in managerial roles.
Additionally, this has become a women’s problem rather than an institutional problem.
27

CHAPTER 5: DISCUSSION
Theme 1: Communal vs Agentic qualities
The study has been able to state that, respondents are in favour of using both communal
as well as agentic skills. As per their beliefs, it is important to have all types of skills within an
individual, who is planning to be a manager. Whether the manager is a male or female, skills
help in developing areas which can help them in handling various situations. Although, in certain
cases, assertiveness is maximum used to handle people when the situation gets worse and a
factor of control is required to be initiated by the manager towards subordinates. It has been
assessed from the research that, female manager, working at Babcock, tend to use assertiveness
to the maximum possible manner, rather than opting for other methods, such as, affection,
helpfulness and gentleness. As per the literature review, several studies have been able to state
that, communal qualities are generally used by women, which have strong association to,
gentleness, affection and helpfulness. Agentic qualities are generally connected to men which
includes, control and assertion (Ecklund, Lincoln and Tansey, 2012). It was actually generalised
that women opt for using communal qualities. However, in contrast to this, study have been able
to reveal that, female opt for using agentic qualities when it is required. Although, the decision of
choosing skills also depends on the situation in which they must be dwelling.
Theme 2: Barriers faced by the women in the organization
Research have been able to state that, there are various barriers that are faced by women
in fulfilling their responsibilities and getting opportunities of growth, as a manager in an
organization. Respondents stated that women are not given opportunities to improve their skills
which can thereby help them in effective delivery of duties, in comparison of males. Problems
are also faced by them in the form of biasness, family and paradigm of male management. Even
if a woman is promoted to a senior position, the colleagues feel that there is no requirement to go
up further. Some of them also face pressure from the side of family, as increased workload
affects their attention given to children. It has also been stated by some respondents that men
prefer to hire males only and they think that women do not hold capabilities and skills to handle
a team. Literature review, to this aspect, have also been able to present their views. Women on
board and performing as a senior manager, face issues, which has clearly been defined as glass
ceiling by some researchers (Wu and Cheng, 2016). It states that although the female is being
28

promoted to higher positions, as a senior manager, there are various discrimination issues that
tends to exist at that stage as well. Paradigm of male leadership states that, there is certain
stereotypical behaviour, which is commonly found in males, is also required to be present in the
behaviour of females as well, if they have become senior manager is Babcock. It acts as a barrier
and they are not able to remain competitive in the environment of company. As per the social
norm, leadership is a social activity which may not be able to effectively performed by a woman.
Hence, females are not extended with adequate opportunities that can help them to grow and
reach to appropriate managerial position and get chance to fulfil their duties effectively (Tilcsik,
Anteby and Knight, 2015).
Theme 3: Babcock HR policies and how successful they are
There is high intensity of discriminations present in functions of Babcock, where females
are not able to grab adequate opportunities to become a manager. On questioning about presence
of discrimination in Babcock, respondents stated that, it is quite common in Babcock. Selection
procedure also tends to prefer males in comparison to that of females, for most of the posts.
Although females are also called for the interview, but they are not selected in the number in
which males are actually considered. Management, at Babcock, have this perception that, males
are more skilful in delivering their duties in comparison to that of females. Though, there is a
presence of anti-discriminatory policies at the workspace, but it is not actually followed by the
members. It is required to come up with equality laws that can help in coping up with this
discrimination aspect. It is also quite important to analyse that, whether it is constantly followed
at the workspace or not (Yi, Ribbens and Cheng, 2015). To serve this aspect, quality check is
required to be conducted every month for effective implementation of equality laws. Another
important aspect that can be considered by the team is related to, apart from equal opportunities
to lead, it is significant to give equal opportunities to develop and enhance their skills, that can
help them in growing and effectively handling their position, irrespective of their genders.
29

CHAPTER 6: CONCLUSION AND RECOMMENDATIONS
6.1 Conclusion
Babcock is an engineering company which is responsible for managing complex assets and
infrastructure for the sake of safety and management of critical environment. The organization is
constantly facing issues with respect to gender diversity as mainly males are preferred at
managerial position. In order to analyse the issue in a well-defined manner, research has been
conducted with the aim, “To explore if managerial characteristics in Babcock are perceived to be
masculine and whether this affects a women’s ability to be a successful manager”. The research
has been responsible in investigating gendered segregation in labour market. Various
characteristics of successful manager labelled in the form of masculine and feminine aspect has
also been analysed in the dissertation. Various barriers that have been faced by women while
becoming the managers have also been rigorously discussed in the research (Calvet and et.al.,
2012).
Since, the main aim of research was to analyse various factors that affect gender
segregation in labour market it is important for the researcher to choose the methodology that
can help in achieving those objectives in a well-defined manner. In this scenario, exploratory
type of research design was used by the researcher so as to explore altogether new concepts for
Babcock that can help in analysing the issue in a well-defined manner. In order to perform this
function, ground work has also been adopted by the researcher so that new investigation can
ultimately be achieved by the readers during their readings. Inductive research approach has been
adopted which has helped to come up with altogether new theory with the help of qualitative
analysis being initiated by the researcher in this researcher. In order to perform this function,
interview of 20 female employees of Babcock has been conducted so as to gather their views
regarding gender segregation and biasness aspects that are already been present in Babcock. It
has helped in assessing that what are the particular issues that are actually faced by female
employees in the organization which has been affecting or restricting them from reaching to a
particular position. Ultimately, the collected data has been qualitatively analysed where themes
were prepared by the researcher so that assessment of each and every aspect can be prepared.
Researcher assessed that there is adequate amount of gender biasness present in Babcock
which restricts women to reach to managerial positions. It has been presumed by the society and
30

top level management of the company that, women are not able to take factually and logically
sound section due to their lack of understanding to practical and critical aspects. It is also
analysed that it becomes difficult to make decisions and assess the risk on time which can affect
overall survival of the business. Some respondents stated that maintain a balance between
personal and professional life is also a tedious task that is generally faced by females working in
the organization.
However, it has also been stated that women are not able to get adequate amount of
opportunities to prove themselves and they are not given chances of promotion which is quite
common in case of males. It has also been analysed by the researcher that there is adequate
amount of difference in PayScale of the two genders. It is important for the management to
ensure that effective policies and procedures are initiated to cope up with the issue of gender
biasness in the environment. Further, steps with respect to campaigning and awareness sessions
can also be taken that can ultimately lead to take stapes related to gender diversity and abolish
biasness between males and females in Babcock.
6.2 Recommendations
Based on the research that has been conducted on Babcock, there are various
recommendations that can ultimately be extended to the company. These are:
 Modifications in HR policies and procedures: One of the most important aspect that can
assessed in bringing appropriate changes in policies and procedures that are issues by
Human resource Management. In this scenario, equal opportunities must be provided to
all irrespective of their genders (Charlwood and Pollert, 2014). Also, it is important that
managerial position must be given to the one who is capable and carries particular skill
set rather than based on whether individual is male or female. Bringing modifications in
HR policies and procedure can help in ensuring equal rights to each and every individual
right from selection procedure to promotions and appraisals (Rudman and Glick, 2012). Promote female ambitions: Women certainly own ambitions to get move forward and
get promoted at the workplace. However, maximum number of managerial positions are
hold by males rather than females at the workplace. Line manager must have no impact
that whether one is male or females while deciding managerial positions. Based on the
perceived abilities of individual, one must get promoted. One must also have strong
31

definition of capabilities and ambitions with equal career opportunities and equal pay and
reward as well (Campos-Serna and et.al., 2013). Implementation and communication of gender diversity policies: Policies and culture
tend to contribute to the maximum with respect to gender diverse workforce. Proposed
legislations by the government and from the side of human resource management of
bibcock, can help in maintaining pressure on companies. It will help in providing equal
opportunities to females as well in the organization (Jakobsen, 2016). A slight
improvement in functions of the business can help in ensuring that equal opportunities
are extended to all the individuals irrespective of their genders (Harrison, 2012). Training female managers: Training is not only essential for the subordinates, but it is
also indispensable for those who have been appointed or promoted to altogether different
level where they need to take care of different roles, needs and responsibilities. Hence,
when female employees reaches to managerial position, they must be given training so
that they can handle their subordinates ineffective manner. Rethinking in interview process: One of the greatest and intensified biasness can be
found in the position where males and females are selected for a particular post in the
organization. There must not be any segregation based on questions which are to be
asked from males and females (Barbulescu and Bidwell, 2013). Questions can be
rephrased so as to get different answers of similar questions. Before indulging in any type
of recruitment decision, it is important to ensure that the ultimate result being announced
with respect to recruitment is not based on any specific gender, Rather, it should have
high dependence on quality and capabilities of individual who has given the interview
(12 things employers can do to improve gender equality at their workplace, 2016). It
helps ion ensuring that there is no gender biasness in the organization, especially as in the
case of Babcock. Evaluation must be fair: While indulging in appraisal or promotion process, it is
important to have fair evaluation style. Employees must be judged on their behaviour and
past performance and not on their gender. It also helps in making the overall decision-
making process easier (Sidhu, 2012).
32

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42

APPENDIX
Interview Questionnaire
Question 1: What qualities do you use while being a manager?
Question 2: Do these qualities help you to be a successful manager?
Question 3: In your managerial position, would you say that you use skills such as assertion and control
or helpfulness, affection and gentleness more?
Question 4: What are your experiences of being a manager at Babcock?
Question 5: Have you ever faced gender discrimination at Babcock?
Question 6: What barriers have you faced while becoming a manager?
Question 7: How successful do you think Babcock's policies are to challenge gender discrimination at
work?
Question 8: Do you feel Babcock does enough to address the lack of female representation in managerial
roles?
Transcription
Respondent 1
Questions Responses
Question 1: What qualities do you use while
being a manager?
I try to always empathise and nurture my
employees so that they feel comfortable
communicating with me.
Question 2: Do these qualities help you to be
a successful manager?
: In any managerial position, I think it is vital
to have a mix of qualities to ensure you do
your job well, but also tailor the qualities to the
situation. Hence, at times I prefer to develop
interpersonal relationships with my employees
to create a healthy ambience at work. Whereas
other times, when work needs to be done
before a deadline I am quite assertive. Having
a mix of these qualities enables me to do my
43

job well.
Question 3: In your managerial position,
would you say that you use skills such as
assertion and control or helpfulness,
affection and gentleness more?
Not everyone responds to assertion and control
and not everyone responds to affection and
gentleness. If you use only one side then you
will only reach one side.
Question 4: What are your experiences of
being a manager at Babcock?
I have often felt that I have not yet been
promoted, even though I deserve it, because
the management assumes I will not be able to
handle the position.
Question 5: Have you ever faced gender
discrimination at Babcock?
Yes, I faced discrimination at the selection
process as well. I was chosen for the lower post
and other males who were there for the
interview, apparently less educated and
experienced than me where chosen for higher
post.
Question 6: What barriers have you faced
while becoming a manager?
Now that I am in senior management, I have
not been offered job opportunities or training
to improve my skills further. Whereas male
colleagues I work with are provided extra
training to improve their skills.
Question 7: How successful do you think
Babcock's policies are to challenge gender
discrimination at work?
Policies are there as are minimum requirement
with no real support.
Question 8: Do you feel Babcock does
enough to address the lack of female
representation in managerial roles?
Company must focus on its HR policies and
ensure that there is no gender discrimination at
the workplace. So as to make sure its
implementations, one must look on to the
changes and its impact time to time as well.
Respondent 2
Questions Responses
44

Question 1: What qualities do you use while
being a manager?
Since I have a task-oriented behaviour, I am
quite assertive when I need to be. I feel that
this helps me to get the job done and that no
time is wasted.
Question 2: Do these qualities help you to be
a successful manager?
I have experienced various issues and success
aspects due to the technique I adopt for
subordinated as a manager. I prefer to have a
strict working environment where I have
divided subordinates in small groups with one
leader of each. It helps in maintaining the
quality of services and ensure that all
individuals are delegated as per their skillsets.
Question 3: In your managerial position,
would you say that you use skills such as
assertion and control or helpfulness,
affection and gentleness more?
I am more assertive rather than being
focussing on only one aspect of the decision. It
helps me ensuring that adequate growth has
been initiated out of it. I also try to add other
skills, such as, affection and helpfulness so that
they can experience a sense of belongingness
with me and with the team.
Question 4: What are your experiences of
being a manager at Babcock?
Culture within Babcock has a huge impact. The
stereotype of being the ‘weaker’ sex, and
therefore not being seen as an equal can be
evident especially in an environment where
there is a higher demographic of men and
therefore a generation where men where the
main providers and money earners.
Question 5: Have you ever faced gender
discrimination at Babcock?
Gender Discrimination is quite a common
phenomenon that is present in functioning
aspects of Babcock. There is adequate amount
of discrimination in selection procedure of the
staff where employment is generally given to
45

the males only.
Question 6: What barriers have you faced
while becoming a manager?
since I have already been promoted to senior
management, I feel like my managers don’t
feel like I need to go further up.
Question 7: How successful do you think
Babcock's policies are to challenge gender
discrimination at work?
Babcock’s policies are satisfactory. Gender
discrimination is present at work, however not
all females face this. I don’t believe changing
policies can improve the workplace for
women. What needs to be changed is the
attitude of men at work. Unfortunately, no
policy can do this.
Question 8: Do you feel Babcock does
enough to address the lack of female
representation in managerial roles?
Babcock have been facing constant back lash
and decreased brand image in the eyes of
employees. Gender segregation is also leading
to bring impact on various practices of the
company as it has affected overall motivation
level of females who are currently working in
the organization.
Respondent 3
Questions Responses
Question 1: What qualities do you use while
being a manager?
A manager must be patient enough in handling
her subordinates as it helps in ensuring that all
of them will work in a team so as to achieve
organizational goals and objectives. It is
important to have helpful as well as assertive
qualities rather than having only communal
ones.
Question 2: Do these qualities help you to be
a successful manager?
It is important to own specific skill set that can
help in maintain managerial qualities. Hence, I
prefer to develop interpersonal relationships
46

with the employees so that their aspect can also
be understood. It helps in retaining employees
for longer duration. Also, it plays an important
role in deriving achievement of strategic goals
for the company.
Question 3: In your managerial position,
would you say that you use skills such as
assertion and control or helpfulness,
affection and gentleness more?
I am more assertive rather than being focusing
on only one aspect of the decision. It helps me
ensuring that adequate growth has been
initiated out of it. I also try to add other skills,
such as, affection and helpfulness so that they
can experience a sense of belongingness with
me and with the team.
Question 4: What are your experiences of
being a manager at Babcock?
Despite being a manager they are sometimes
referred to as “girl”, “sugar” or “darling”
“which is belittling”
Question 5: Have you ever faced gender
discrimination at Babcock?
Even if females are called for interview, they
are not selected or are rarely selected by
management of the organization.
Question 6: What barriers have you faced
while becoming a manager?
I am happy with the position I am in at the
moment. However, a little part of me do want
to be promoted. But being promoted means I
would have increased workload which would
be difficult to do while looking after two
children.
Question 7: How successful do you think
Babcock's policies are to challenge gender
discrimination at work?
Due to lack of opportunities to grow in the area
of engineering for females, growth prospects is
relatively lower in Babcock. Women are not
given adequate projects which affect their
career phase.
Question 8: Do you feel Babcock does
enough to address the lack of female
In my views, there is serious requirement for
Babcock to bring appropriate changes in its
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representation in managerial roles? policies and procedure so that diversified
environment can be created in the organization.
Respondent 4
Questions Responses
Question 1: What qualities do you use while
being a manager?
I feel I am quite capable of handling
managerial positions. I tend to use delegating
and coaching form of leadership. Females are
able to show greater interpersonal skills while I
prefer to have more of task-oriented behaviour.
Question 2: Do these qualities help you to be
a successful manager?
Possessing specific qualities act as identities
that helps in elaborating the requirements that
must be possessed by the manager so as to
handle people belonging to specific group.
Question 3: In your managerial position,
would you say that you use skills such as
assertion and control or helpfulness,
affection and gentleness more?
I have adopted quite lenient style of managing
subordinates. Hence, I have adopted various
styles of managing people, such as,
helpfulness, affection, gentleness and many
other effective styles at managerial position
based on the situation in which team might be
dwelling in.
Question 4: What are your experiences of
being a manager at Babcock?
Most people would not call their male superior
‘sugar’ or ‘darling’ but as a female this is
culturally seen as acceptable
Question 5: Have you ever faced gender
discrimination at Babcock?
Even if you are skilled and clearly able there is
still a perception that females are not as
capable as males.
Question 6: What barriers have you faced
while becoming a manager?
Men prefer to hire men” is what she claimed
since “most men at Babcock, maybe due to
their age, think that women are women are
incapable of managing teams
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Question 7: How successful do you think
Babcock's policies are to challenge gender
discrimination at work?
Discrimination policies are present in Babcock
to mere fulfil the requirements of rule book.
Question 8: Do you feel Babcock does
enough to address the lack of female
representation in managerial roles?
Only females think this is a problem and
therefore they are the ones trying to make the
changes. Since there aren’t many women in the
organisation, it is hard to address this issue.
Respondent 4
Questions Responses
Question 1: What qualities do you use while
being a manager?
It has been proved by various biological
research that women have different aspect in
terms of decision making. They are rather more
intuitive and sensitive towards any type of
change and diplomacy.
Question 2: Do these qualities help you to be
a successful manager?
It is important to own specific skill set that can
help in maintain managerial qualities. Hence, I
prefer to develop interpersonal relationships
with the employees so that their aspect can also
be understood. It helps in retaining employees
for longer duration. Also, it plays an important
role in deriving achievement of strategic goals
for the company.
Question 3: In your managerial position,
would you say that you use skills such as
assertion and control or helpfulness,
affection and gentleness more?
I am more assertive rather than being focusing
on only one aspect of the decision. It helps me
ensuring that adequate growth has been
initiated out of it. I also try to add other skills,
such as, affection and helpfulness so that they
can experience a sense of belongingness with
me and with the team.
Question 4: What are your experiences of Overall, I have had good experiences within
49

being a manager at Babcock? Babcock. As a line manager I have
predominately managed women so I have not
experienced challenge but I have experienced
from other team members, that are male, some
challenge over my authority and it has taken
time and engagement to resolve.
Question 5: Have you ever faced gender
discrimination at Babcock?
Gender discrimination is not present in
Babcock, at the time of selection procedure.
Rarely any woman at senior level is able to
face it. It clearly reflects the no discriminated
selection process is followed by Babcock in
selecting its employees.
Question 6: What barriers have you faced
while becoming a manager?
It is difficult for me to manage large number of
people in one when majority of the individuals
are not cooperative. I also found difficulty in
extending my working hours due to certain
personal commitments.
Question 7: How successful do you think
Babcock's policies are to challenge gender
discrimination at work?
There are less number of opportunities that are
gathered by women in Babcock as it is a male
dominant organization. Hence, it can be stated
that it is quite difficult to grow and reach to
promoted positions.
Question 8: Do you feel Babcock does
enough to address the lack of female
representation in managerial roles?
Babcock only does the bare minimum to
address this issue. Since the company is
predominantly male, they don’t consider lack
of representation as a problem.
50