Factors Excluding Female Managers in Oil and Gas: Dissertation

This dissertation investigates the factors that exclude female managers from reaching senior management positions within the oil and gas industry. The research explores gender discrimination, recruitment policies, workplace disparities, and stereotypical thinking as key barriers. Employing a po...Read More

Running head: DISSERTATION
Investigate the factors the forces to exclude female managers from reaching senior management
positions within the Oil and Gas Industry
Name of the Student:
Name of the University:
Author’s Note:

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Acknowledgement
Thank you to all of those who have helped listened and encouraged me throughout this study. I
am indebted to my supervisor ……………………. whose guidance, advice and patience have
been immeasurable. My sincere thanks to all members of the…………… [Mention your
university/college name], both staff and students, whose continuous support have made this
thesis possible.
I would like to thank all of the participants in the study: students, teachers and Local Education
Authorities, for the time and help given throughout. Without their participation, this research
would not have been possible. In this context, I am also thankful to them, whose research work
helped me to execute this paper well.
Finally, I thank my family, without whom this thesis would not have been started or completed!
Your encouragement and support have never faltered; thank you.

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Abstract
The aim of the research is to investigate the factors the forces to exclude female managers from
reaching senior management positions within the Oil and Gas Industry. Though the number of
women at workplace has increased but the existing gap and gender discrimination is nowhere
near minimizing. It is still hard for the workplace to believe that women are no less than men
when it comes to workplace roles and responsibilities. Gender discrimination is a rising problem
for business organizations across all sectors and oil and gas sector is no different. One of the
main factors that restrict the journey of women to senior management position is the existing
stereotypical thinking that exists within the work culture. Another issue is the existing perception
about the ability of women associated with balancing work-life and personal life priorities
restricts them from reaching top management position.
Positivism philosophy, deductive approach, descriptive design and interview research strategy
has been used for undertaking this research. Five female managers in the oil and gas sector has
been selected as the sample size by using non-probability sampling technique. Primary data
collected method has been used, as this allowed to communicate personally with the female
managers of the oil and gas sector and gather in-depth information about the factors that exclude
female managers to reach senior position. The interview gathered in therefore analyzed
quantitatively.
From the interview analysis, it can be said that female managers indeed in the oil and gas sector
are indeed deprived and are not given adequate chances of being selected as the senior
management position. The female managers have encountered several instances during their
employment duration in the oil and gas sector when they have not been promoted to managerial

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posts in spite of being deserving. The discussion conducted also supports the findings of the data
analysis. Therefore, it is said that though women have made tremendous gains in the ranks of
lower and middle management position over the past 30 years, but the number of females in the
senior management position are less small. The major factors that have restricted women from
being in the senior management positions are gender roles, gender biasness, the existing
stereotypical thinking and confidence. As a result, women are considered out of the league for
being selected in the senior management position in the oil and gas sector

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Table of Contents
Chapter 1: Introduction....................................................................................................................7
1.0 Overview...........................................................................................................................7
1.1 Problem statement.................................................................................................................7
1.2 Research aim..........................................................................................................................8
1.3 Research objectives...............................................................................................................8
1.4 Research questions.................................................................................................................8
1.5 Research rationale..................................................................................................................9
1.6 Structure of the dissertation.................................................................................................10
1.7 Summary..............................................................................................................................10
Chapter 2: Literature review..........................................................................................................12
2.0 Overview..............................................................................................................................12
2.1 Gender discrimination at work............................................................................................12
2.2 Recruitment policies of oil and gas sector...........................................................................13
2.3 Workplace disparity among male and female employees...................................................14
2.4 Factors that restrict the growth of women at work..............................................................15
2.4.1 Personal life for women................................................................................................15
2.4.2 Male dominated workplace...........................................................................................16
2.4.3 Stereotypical thinking...................................................................................................16

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2.4.4 Lack of trust in terms of women’s ability.....................................................................17
2.5 Role of management in promoting female inclusion at senior management level..............18
2.6 Present scenario of female managers in oil and gas sector..................................................19
2.7 Issues of not given adequate chances to female employees at management level..............20
2.8 Benefits of including females at managerial level...............................................................21
2.9 Policies for promoting workplace equality..........................................................................21
2.10 Summary............................................................................................................................22
Chapter 3: Research methodology.................................................................................................23
3.0 Introduction..........................................................................................................................23
3.1 Research Philosophy............................................................................................................23
3.2 Justification of selecting positivism philosophy..............................................................24
3.3 Research Approach..............................................................................................................24
3.4 Justification of selecting deductive approach..................................................................25
3.5 Research Design..................................................................................................................26
3.6 Justification of selecting descriptive design....................................................................26
3.7 Justification for selecting interview research strategy.....................................................27
3.8 Sampling Technique and Sampling Size.............................................................................27
3.9 Justification for selecting systematic sampling technique...............................................28
3.10 Data Collection Technique................................................................................................28
3.11 Justification for selecting primary data collection technique........................................29

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3.12 Data Analysis Technique...................................................................................................29
3.13 Ethical Considerations.......................................................................................................29
3.14 Summary............................................................................................................................30
Chapter 4: Data analysis................................................................................................................31
4.0 Overview..............................................................................................................................31
4.1 Interview..............................................................................................................................31
4.2 Summary..............................................................................................................................37
Chapter 5: Discussion....................................................................................................................38
5.0 Overview..............................................................................................................................38
5.1 Discussions..........................................................................................................................38
5.2 Summary..............................................................................................................................41
Chapter 6: Conclusion and recommendations...............................................................................42
6.0 Conclusion...........................................................................................................................42
6.1 Linking with objectives.......................................................................................................43
6.2 Recommendations................................................................................................................44
6.3 Future scope of the study.....................................................................................................45
References......................................................................................................................................46
Appendix 1.....................................................................................................................................51
Interview questions....................................................................................................................51

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Chapter 1: Introduction
1.0 Overview
Today’s workplace is still male dominant and the work culture is developed in such as way
that it facilities men to flourish more than women. Though the number of women at workplace
has increased but the existing gap and gender discrimination is nowhere near minimizing. It is
still hard for the workplace to believe that women are no less than men when it comes to
workplace roles and responsibilities (Adesoye et al. 2017). As an oil and gas sector is one of the
beaming industries, expectation from the senior management is extremely high and the
stereotypical thinking makes it hard for women to reach top management positions. Women are
often undervalued compared to men and are not given sufficient opportunities. After a certain
time, it is obvious that women are supposed to concentrate on their personal life. This often
restricts them from reaching top management positions because it is believed that if women are
given such posts, the gap created by them is difficult to fulfill and compensate (Newman 2014).
In addition to, the underlying views about women’s style of working affect the perception of
their ability to restrict them from reaching senior management positions in oil and gas sector.
1.1 Problem statement
Gender discrimination is a rising problem for business organizations across all sectors
and oil and gas sector is no different. In spite of being highly capable and responsible, the
women face tough time in making their way forward o the senior management position in oil and
gas sector. One of the main factors that restrict the journey of women to senior management
position is the existing stereotypical thinking that exists within the work culture (Patterson and
Walcutt 2014). Another issue is the existing perception about the ability of women associated

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with balancing work-life and personal life priorities restricts them from reaching top
management position (Min et al. 2014).
1.2 Research aim
The aim of the research is to investigate the factors the forces to exclude female
managers from reaching senior management positions within the Oil and Gas Industry.
1.3 Research objectives
The objectives of the research are:
 To investigate the recruitment policies in oil and gas sector keeping in mind the gender of
the employees
 To critically analyze the factors that exclude the female managers from reaching senior
management positions in oil and gas sector
 To identify the roles and responsibilities of the companies in oil and gas sector for female
inclusion
 To study the disparities between career opportunities between male and female
employees in oil and gas sector
 To provide suitable recommendations for facilitating women in the senior management
position in oil and gas sector
1.4 Research questions
The questions of the research are:
 What are the recruitment policies in oil and gas sector keeping in mind gender of the
employees?

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 What are the factors that exclude the female managers from reaching senior management
positions in oil and gas sector?
 What are roles and responsibilities of the companies in oil and gas sector for female
inclusion?
 What are the existing disparities between career opportunities between male and female
employees in oil and gas sector?
 What are the suitable recommendations for facilitating women in the senior management
position in oil and gas sector?
1.5 Research rationale
The research is rationalized because this will help in examining the reason women cannot
reach top management position in the oil and gas sector. This is a rising problem for all business
organization across all sectors because the women are not given adequate chances in the senior
management posts and oil and gas sector is no different. Gender discrimination is highly noticed
when it comes to giving top senior positions to females employees and is a matter of concern
(Dzurova and Drbohlav 2014). This research will help in identifying the major factors that
excludes females from reaching top management position in oil and gas sector by analyzing the
recruitment policies and identifying the roles and responsibilities for promoting female inclusion.
Additionally, this research will also help in identifying the career disparities between male and
female employees. As a result, suitable recommendations can be provided that will allow
inclusion of women in the senior management position in oil and gas sector (Williams, Kilanski
and Muller 2014).

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1.6 Structure of the dissertation
The overall dissertation is divided into six distinctive chapters namely introduction,
literature review, research methodology, data analysis, findings and analysis and conclusion and
recommendations.
As the name highlights, the first chapter provides an idea of the selected research topic
that help us narrow down a problem that is investigated while undertaking the research. Based on
the identified problem statement, the research aim, objectives ad questions are developed that
lays the overall foundation of the research along with justifying the selection of the topic. In the
second chapter, past literatures are reviewed those have relevant information about topic along
with facilitating comparing and contrasting the views and opinions of different authors and
developing a quality and in-depth research for future. The third chapter talks about the existing
methodological tools followed by defining and describing them. Based on the explanations,
specific methodological tools are selected along with suitable justifications. In the fourth chapter,
the data collected is analyzed keeping in mind the research objectives and aim. In the next
chapter, the findings are explained and discussed by referring to the information presented in the
literature review chapter. Lastly, suitable conclusion is deduced by mentioning the gap and
providing suitable recommendations.
1.7 Summary
Therefore, it can be summarized that gender discrimination at workplace is evident and in
oil and gas sector it is highly noticeable. This chapter has successfully identified the issue based
on which relevant research aim and objectives have been developed that is to be investigated
throughout the research. The chapter has also justified the selection of the topic and why it is a

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matter of concern in the oil and gas sector in spite of having several benefits of including female
employees at work and giving them the management posts that they deserve.

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Chapter 2: Literature review
2.0 Overview
The advancement in science and technology the traditional thinking of the international
as well as indigenous organizations towards the female employees has not been changed. As a
result millennial women are not able to get rid of the gender discrimination at workplaces. The
scenario is same in the Oil and Gas Industry. Even the Oil and Gas Industries in some of the
developed countries, do not recruit women in the managerial positions. The purpose of this study
is to delve deep into the recruitment policies of the Oil and Gas industries, and find out what the
loopholes in the policy that is hindering women employees to reach to the managerial position.
2.1 Gender discrimination at work
Gender based discrimination is one of the mostly discussed workplace issues.
Discriminating employees on the basis of gender is a common factor when organizations are
concerned about filling up managerial positions. Despite knowing the fact that any kind of
discrimination at workplace is indicative of civil rights violation; most of the companies attempt
to judge the capabilities of women employees on the basis of the their gender and looks. The
wrong perception about the roles and abilities of women is responsible behind this unequal
treatment of the executives of Oil and Gas industries.
According to Williams Kilanski and Muller (2014), these ‘unequal treatment’ refers to
the lower position as salary of women as compared to the men recruited in the Oil and Gas
Industry, less bonus or benefits to the female employees, biased or humiliating attitude of the
executives towards the female employees. Activists fighting against gender discrimination, also
believe that, gender discrimination in Oil and Gas industry can be attributed to the tendency of

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the executives to ameliorate gender-biasness, traditional attitude of the recruiters, false
assumption of their family care responsibilities, lack of transparency in the recruitment process
as well as faulty structure for mentoring as well as improvement of the female employees.
2.2 Recruitment policies of oil and gas sector
According to Shortland (2015) the recruitment policies of oil and gas sector, the future
managers should possess intrinsic skill as well as the ability the ability to renew their skills. They
should also have individual strengths and the ability to develop new skills. Basically, the Oil and
Gas Industry always look for responsible as well as adaptable candidate to recruit in the positions
of managers. According to Kmec and Skaggs (2014) Oil and Gas Industry, prefers persons with
great devotion and adaptability so that they can cope with the technological as well as structural
changes of their fastest growing business. Most of the Oil and Gas companies of the world
pretend to show that they do not support any kind of biasness in case of recruiting employees.
According to Nicolson (2015), under this veil of gender inequality Oil and Gas sector is
actually fostering gender discrimination. According to Williams Kilanski and Muller (2014)
evidences of the gender biased attitude of such companies can be observed from the data
published by several researches which shows that, more than the 80% of the candidates recruited
in the position of managers as well as executives are male. Again other Jyrkinen (2014) argue
that, there has been a drastic change in the recruitment process of the Oil and Gas companies.
These changes are indicative of the gender biased attitude of the Oil and Gas companies while
recruiting people in the posts of managers or executives. Some argues that, if the statistics
regarding the recruitment of the executives, managers, entrepreneurs are observed, it can be
realized that, previously almost 99% of the candidates recruited in the managerial position were
male. The rate of recruiting men in the top positions of Oil and Gas firms has been decreased

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during the last five years. Sipe et al. (2016) argues that this is the evidence of the transparency in
the recruitment policies of Oil and Gas sector that fosters gender equality.
2.3 Workplace disparity among male and female employees
In spite of the fact that women, now-a-days receive all the opportunities to become
equally qualified as their male counterparts. Several researchers have found that today’s women
are often proved to possess more education and practical knowledge as compared to men. It is
obvious that women have the ability to bring those skills at the workplace. According to
Nicolson (2015), despite of all these women face lack of recognition for their talent at
workplace, in case of the Oil and Gas sector, the lack in the recognition often takes the form of
discrimination on the basis of wage, discrimination on the basis of position, discrimination, on
the basis of the distribution of responsibilities, disparity in bonus or incentives, humiliation.
Bowen Edwards and Lingard (2013) argue that, the situation is the same even in the Oil
and Gas sectors of both the developed as well as developing countries. Again Cundiff and Vescio
(2016) argue that, in the Oil and Gas sectors of countries like America, UK; there has been a
change in the process of recruiting managers. Oil and Gas companies of these developing
countries have now realized that, due to their gender bias attitude often they are missing more
talented female managers. Cundiff and Vescio ( 2016 ) contradicts this view by mentioning the
fact that still the capabilities of women are not judged on the basis of their practical knowledge
as well as experiences, rather their capabilities are judges depending on their looks, age and
parameters which have no connection with their education and wisdom. According to some
experts, although there were a series of movements regarding the protection of Civil Rights and
ensuring equal growth opportunities for men and women; disparity among male as well as

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female employees is an issue that is swallowing the growth opportunities for women specially in
some sectors like Oil and Gas sectors all over the world.
2.4 Factors that restrict the growth of women at work
According to the experts, there are several factors on the basis of which Oil and gas
sectors discriminates among male and female employees. These discriminatory factors restrict
the growth of women in the in the Oil and Gas sectors. Thee are:
2.4.1 Personal life for women
Cundiff and Vescio (2016) argue that, one of the most important factors that are affecting
the growth of women is their personal lives. Women all over the world are the victims of the
wrong perception of the society about their ability to retain personal lives as well as professional
lives. Even, in the developed countries the societal norms as well as legislation policies have
designed in a way that foster this misconception about the personal lives of women and its
impact on their career. According to Nicolson (2015), often the personal lives of female
employees are thought to be a burden on them.
Jyrkinen (2014) argues though the personal lives of men and women are often
interrelated, the biased attitude of the society intends to impose the sole responsibility of the
management of personal lives on women. According to some experts the tendency of the
recruiters in the Oil and Gas sector to neglect the capabilities of female employees in the
managerial position, is just the reflection of this biased attitude of the society. According to
activists like Cundiff in spite of having personal lives, it is assumed that men are not bound to
take the responsibilities to manage their personal lives and can concentrate better on office works
as compared to women. Okechukwu (2014) argues that, the recent trends of recruiting women as

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entrepreneurs, managers in the Oil and Gas sector are indicative of the changes in the perception
of the executives as well as the society as a whole. Oil and Gas companies are now fostering
equality between male and female employees taking into account the fact that, in spite of having
a personal life or married life, if a man is able to become a good leader or manager, a woman
with same qualification as well as experiences will also be able to fulfill her duties as a manager
successfully.
2.4.2 Male dominated workplace
The managerial position of the most of the Oil and Gas companies in the world are
dominated by male employees. The traditional thinking of the recruiters are responsible behind
this. The traditional thinking of the recruiters in the oil and gas industry encourages the
participation of the male workers in the positions of managers or executives more than that of the
female employees Cohen (2013) argue that, to the most of the Oil and Gas companies of the
world it has become a rule to recruit almost no female employees in the position of the
executives, in spite of their capabilities. Again Cundiff and Vescio (2016) contradict this
argument with the help of the evidences from the statistics produced by several global
organizations like- InterAction, CARE, UN Women working for establishing equal rights for
women at workplace. They argue that, the increasing rates of the female leaders in the Oil and
Gas sectors of some of the economically developed countries have created an instance for all the
Oil and gas Companies all over the world.
2.4.3 Stereotypical thinking
Among the societal level factors, one of the most impactful factor is the stereotypical
thinking that, women are unable to take challenges a manager or entrepreneur needs to
undertake. Again, Cohen (2013) argues that, in the under developed countries like India,

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Pakistan the stereotypical thinking regarding the capabilities of women do not even allow them
to pursue their career. Cohen (2013) argues that, women in the under developed countries are
looked as a ‘marriage material’. In spite of having potentialities women are bound to stay within
the boundaries of their household and kitchen. Even if they are allowed to be educated, they are
never allowed to go out of home and earn their livelihood or explore their capabilities. According
to Adesoye (2017), often Oil and Gas sectors consider the responsibility of a woman to her
children may create obstacles in her way to be a good manager.
Such baseless stereotypical thinking of the recruiters is hindering the chances of existing
female employees to get promoted to a managerial position. Also Okechukwu (2014) argues that,
the economic loss of some of the underdeveloped countries can be attributed to such wastage of
female talents. Again, some experts contradict the argument with the help of the evidences
collected from the women empowerment and gender equality indices of United Nations, which
shows that since the past 10 years there have been a drastic transformation in the traditional
attitude of the society , especially in the under developed countries the reflection of such
transformation in the stereotypical thinking can be found in the attitude of the recruiters of large
Oil and gas organizations, which encourages the promotion of the existing female employees to
the managerial position.
2.4.4 Lack of trust in terms of women’s ability
Among the Managerial Level Factors, one of the most impactful factors is the lack of
faith of the recruiter or the mangers in several oil and Gas companies, on the ability of women.
According to Adesoye (2017), this is again attributable to the lack of opportunities for learning
leadership as well as managerial skills provided to women. Fernandez-Mateo and Fernandez
(2016) argues that not only in the under developed countries, but also in some of the developed

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countries, women get less opportunities to achieve managerial or leadership qualities as
compared to men. Schwab et al. (2016) argue that, often female employees in Oil and Gas
organization have to go through humiliation and discrimination when they claim for higher
position as per their qualification. In spite of being capable enough to become a good manager,
women become the victim of the false belief of the executives or recruiters and not promoted to
the managerial position. According to some, such incidences of biasness often demotivate female
employees.
Often, due to the lack of trust of the executives of Oil and Gas sectors, on their female
employees leads to the consequences like resigning of the female employees. According to
Hensvik (2014), if the Oil and Gas sectors all over the world start losing talented female
employees this way, the day is no far when this industry will experience economic crisis.
Leskinen Rabelo and Cortina (2015) cite a counter argument, with the help of evidences
collected from several Oil and Gas companies, according to them, the Oil and Gas companies of
developed countries have become conscious about their wrong perception and distrust on the
talent of the female employees and they are taking initiatives to ensure the equal recruitment as
well as promotion opportunities for female employees, in the position of managers and
executives.
2.5 Role of management in promoting female inclusion at senior management level
The oil and Gas sector need to foresee the economic crisis that the sector would face if it
do not put a stop to the loss of female employees with all the potentialities to become a manager.
In order to promote the involvement of the female employees in the senior management level as
well as fostering gender equality at the workplace, the management of the Oil and Gas Industry,
have to make long-term objectives as well as planning for the elimination of gender diversity.

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According to Leskinen Rabelo and Cortina (2015) this planning will involve several
programs like-Assessing the contribution of the female employees in the growth of the respective
organization, Finding out female employees with the management or leadership potentialities,
training for the female employees having the potentiality to become leader or manager in future.
Schwab et al. (2016) argues that, the training should be provided from an early stage of the
recruitment of female employees. The training programs should be accompanied by a 360 degree
assessment of the trained female employees, so that the best female leader or manager can be
easily found. Apart from these training programs, the management of Oil and Gas Industry
should also recognize the talents of the female employees by setting up a structure for the reward
system of the female employees. Hensvik, (2014) contradicts this argument with logical
evidences that show no change in the perception or beliefs of the executives of Oil and Gas
Industry regarding the capability of the women to become a good manager or entrepreneur.
According to Snaebjornsson and Edvardsson (2013) the transformation in the recruitment system
or training programs for female employees would only happen when the perception of the
executives in the Oil and Gas Industry can be changed.
2.6 Present scenario of female managers in oil and gas sector
According to the Gender employment Gap report published by Boston Consulting Group,
the rate of female employees are only 38% in the major Oil and Gas sector of the world, From
which only 22% are directly employed in the oil and gas sector. The report also reveal that , in
spite of the struggle of female employees, they do not reach to the managerial position. This is
the case in the large Oil and Gas industries of the world. The report reveals that, in spite of all
kinds of management potentialities women in the Oil and Gas industries remain, in the entry-
level positions.

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According to the report, in most of the Oil as well as Gas producing organizations women
are underrepresented. The statistics show that, even after having graduation or college degrees,
women in the Oil and Gas sector possess 27% of entry-level roles, and nearly 17% of women can
achieve senior and executive-level roles. In case of executive roles, the ratio is only only 1%.
According to some, the ratio is even lesser in the Developing countries, in the developing
countries sometimes, even after achieving a diploma in the management near less than 25% of
women are able to achieve only the mid-career-level roles (Egypt Oil & Gas, 2019).
2.7 Issues of not given adequate chances to female employees at management level
According to Fernandez-Mateo and Fernandez (2016) the issues of not given adequate
chances to female employees at management level, involve the lack of growth opportunities as
well as benefits to female employees so that they arte able to learn and grow management skills.
According to some the Oil and Gas industries in America and UK do not provide to the female
employees enough incentives for their good performance.
Again Peterson (2016) argues that they do not even provide female employees leaves
during their pregnancy. According to the point of view of Adesoye (2017), often in spite of being
equally qualified as compared to the male colleagues, the female employees in the Oil and gas
sector are considered to be incapable, weak, and unable to undertake challenges. Thus factors
like gender-biasness, lack of encouragement, lack of skill enhancement opportunities and
benefits like pregnancy leaves constitute the issues that decreases the chances of female
employees to be assigned with the responsibilities of a managers. Some contradict this argument
with the help of the overall statics published by UN Woman that indicates to a substantial decline

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in the gender biasness in industries like-Oil and Gas industries, Coal Mine; which were
completely dominated by men previously.
2.8 Benefits of including females at managerial level
There are several benefits of recruiting female employees at managerial levels. According
to Lips, (2013), female employees have the capacity to motivate the subordinate to and
encourage them to enhance productivity. Some consider that female employees have the
foresightedness which is essential to formulate management strategies. Generally female
employees are considered to be more calm and patience than male employees which will add to
their management skills. According to Cundiff and Vescio (2016), female employees or leader
are bestowed with great convincing power, which is essential to be a powerful leader. Again,
some consider that female employees are able to formulate good budget and resource allocation
strategies which will foster the development of Oil and Gas sector.
2.9 Policies for promoting workplace equality
According to Newman (2014), in order to foster workplace equality the oil and gas sector
needs to formulate a firm policy structure that will address all the gender related issues like-
discrimination in the salary as well as incentives. According to Graf Brown and Patten (2018),
Often the oppression or sexual violence to woman hinder their growth demotivate them in a way
that they stop attempting to meet greater career goals like heading a team or an organization.
According to some, a sexual harassment cell for addressing such issues is must for the
uninterrupted growth of woman employees. Again, Cohen (2013) thinks that there should be an
unbiased assessment system that will examine the potentiality in the female employees to
become future leader or manager and train them accordingly. Some argue that, the female
employees should receive all the benefits related to employee relaxation as well as recreation,

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medical leaves during pregnancy. According to Okechukwu (2014) all these will make the
female employees that they are equally valued as compared to the male employees which will in
turn boost them to achieve a managerial position.
2.10 Summary
This study attempts to show the factors hindering the growth of female employees to the
managerial position in oil and gas sector. In this context this study has also attempted to find out
all the societal and managerial factors responsible for this unequal treatment to male and female
employees in the Oil and Gas sector. Finally this study has focused on the benefits that Oil and
Gas sector may receive by recruiting women at managerial position and suggests some policies
Oil and Gas should implement to foster workplace equality and boost female employees towards
managerial position.

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Chapter 3: Research methodology
3.0 Introduction
Research methodology comprises of various methodological tools used by the researchers
while conducting the research. Research methodology provides a systematic approach to
describing the exploring the research topic using appropriate methods. Additionally, this also
helps in predicting a particular research phenomenon by using the various research tools. In this
chapter, the researcher evaluates the different research methodological tools such as
philosophical stances, research approach, design along with data collection and data analysis
techniques. In this chapter, the researcher also provides suitable justifications of selecting the
particular research tool in accordance with the research topic. The researcher has used positivism
philosophy, deductive approach, and descriptive design and has provided suitable justification
for each of the mentioned methodological tools. Both probability and non-probability sampling
techniques have been used, as the researcher decided to conduct both open-ended and close-
ended questions.
3.1 Research Philosophy
The three most widely used research philosophies include positivism, interpretivism and
pragmatism. The positivism philosophy depends on the observations of the interview based on
which statistical analysis is conducted. The philosophy of positivism can only be verified by
scientific testing, as this is the only approach to validate the truth. On the contrary, the use of
positivism philosophy limits the researcher while collection and interpretation of data towards
the particular research objectives. The pragmatism research philosophy is the combination of
both positivism and interpretivism philosophy. Therefore, pragmatism philosophy includes

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scientific testing analysis of the research topic along with considering various perspectives
related to the research topic. Interpretivism philosophy allows the researcher to consider the
perspectives of different individuals in regards to the research topic. As a result, the researcher is
able to consider the meaningful observations and emphasis on studying the human nature rather
than the scientific method. Therefore, considering various perspectives and opinions enables the
researcher to develop a broad concept and idea of the research topic from the past and present
information.
3.2 Justification of selecting positivism philosophy
In the case of the current research, the researcher has selected positivism philosophy.
This is because the positivism philosophy enabled the researcher to use factual knowledge to test
the formulated research hypothesis and questions. Moreover, the use of positivism philosophy
allows the researcher to analyze the data scientifically (Mackey and Gass 2015). Positivism
philosophy enabled the researcher to analyze the data collected by using a statistical approach
that is considered to be trustworthy. The use of positivism philosophy provides the provision of
using both scientific and statistical approach. In this case, the use of interpretivism philosophy
would only allow the researcher to consider the various perspectives and opinions of various
individuals only from secondary resources. This would have restricted the researcher to collect
and analyze updated information in terms of the research topic. As a result, the researcher has
discarded the use of interpretivism philosophy and has selected the use of positivism philosophy.
Interpretivism and pragmatism philosophy would have prohibited the researcher to conduct a
scientific and statistical analysis of the acquired research data.

25DISSERTATION
3.3 Research Approach
Inductive approach and deductive approach are the two extensively used research
approaches used while conducting the research. According to, Taylor Bogdan and DeVault
(2015) the deductive approach enables the researcher to formulate a hypothesis based on the
previously existing concepts and theories. This provides an opportunity for the researcher to
consult and gather information from existing literatures and concepts. In the case of deductive
approach, the researcher is also able to make observations based on the previously existing
literatures, concepts and theories. Therefore, the researcher easily able to understand whether the
research objectives and questions are fulfilled. Moreover, deductive approach is also concerned
with transforming general data to particular data. Furthermore, deductive approach is the best-
suited approach and goes well with positivism philosophy. Inductive approach is based on
finding new approaches and patterns. In the case of inductive approach, the researcher has to
develop new concepts and theories based on the observations. As a result, the emphasis of the
researcher shifts from research questions to observations as well as from description to analysis.
3.4 Justification of selecting deductive approach
In the case of the current research, the researcher has used deductive approach. This is
because deductive approach goes well with positivism philosophy that has been elected by the
researcher for the current research. The use of deductive approach also allowed the researcher to
test the formulated hypothesis that whether employee motivation helps in employee retention or
not. Moreover, the researcher has also been able to relate and gather data from previously
existing concepts and theories. In this case, the researcher has used theories and models of
employee motivation and employee retention in order to determine their effect. This has only
been possible due to the use of deductive approach. Moreover, the general data acquired in

26DISSERTATION
regards to the research topic required an evaluation from a statistical perspective. This has only
been possible due to the use of deductive approach. The use of inductive approach in this case
would have made the researcher emphasize on developing new theories and concepts.
3.5 Research Design
The three most widely used research designs are exploratory, explanatory and
descriptive. An explanatory research design is defined as the research design that provides an
opportunity for the researcher for explaining the reasons for the particular phenomenon.
Moreover, explanatory design helps in predicting any future occurrences of the phenomenon in
terms of the research topic (Snyder 2012). In the case of exploratory research design, the
researcher is able to test the formulated hypothesis, research objectives and questions. Moreover,
this research design also enables the researcher to clarify the various topics and concepts in terms
of the research topic. On the other hand, the descriptive research design is a combination of both
exploratory and explanatory research design. The descriptive research design emphasizes on
describing the characteristics of a population through the collection of data. Due to the dual
characteristics of descriptive research design, it is the most widely used research design by the
researchers while conducting a research.
3.6 Justification of selecting descriptive design
In the case of the current research, the researcher has used descriptive design. This is
because the use of descriptive design provided an opportunity for the researcher to clarify the
formulated hypothesis and the research topic. The use of this particular research design also
allowed the researcher to develop a deep understanding of the cause and effect of the research
rationale along with predicting the future occurrences of the specific research rationale.
Clarification and predicting the future occurrences simultaneously were not possible by using

27DISSERTATION
either exploratory or explanatory research design. Based on the suitability of the research topic,
the researcher has selected descriptive research design over exploratory and explanatory research
designs. The use of descriptive research design has been justified, as the researcher was able to
test the formulated hypothesis.
3.7 Justification for selecting interview research strategy
In the case of the current research, the researcher has selected the interview research
strategy. This is because this provided an opportunity for the researcher to collect and gather data
from the organizational perspectives. The interview research strategy helped to get a clear and
transparent idea of the following research.
3.8 Sampling Technique and Sampling Size
In order to conduct an interview, the researcher has to select the appropriate sampling
technique. The most widely used sampling techniques while conducting a research are
probability and non-probability sampling technique. The samples for interview are collected
from a wide range of population based on specific criteria such as age, experience and gender.
The probability sampling technique is defined as the equal chances for all the participants to be
selected for the data collection process. In this case, all the participants of a selected population
has equal chances of being selected for the data collection process. On the other hand, non-
probability sampling technique is defined as the unequal or uneven chances of the participants of
a particular population to be selected for the data collection process. In the case of non-
probability sampling technique, the researcher selects the participants by judging their suitability
in respect to the research topic. As a result, not all the participants of a particular population have
equal chances of being a part of the data collection process.

28DISSERTATION
3.9 Justification for selecting systematic sampling technique
In this current research, the researcher has selected the non probabilities sampling
technique. This is because in order to understand the research, the researcher thought considering
the viewpoint of the workers in manufacturing industries. The researcher has used non
probability sampling technique in order to avoid the bias. There has been scope of bias as the
data has been collected from a small population. The data has been collected from 5 female
managers.
3.10 Data Collection Technique
The two most widely data collection techniques while conducting a research is primary
and secondary data collection techniques. The, books, journals and various internet resources are
considered as secondary data collection resources. Researchers use secondary data collection
resources in order to develop a deeper understanding of the research topic and create a strong
concept about the topic (Snyder 2012). The use of secondary resources allows the researcher to
use different models and theories related to the research topic and use previously existing
literatures as references to clear the concept. On the other hand, primary data collection
techniques include live participants as the sources of collecting data. Primary data collection
technique includes qualitative and quantitative data collection techniques. Quantitative data
collection technique include interview whereas quantitative data collection technique suggests
conducting a survey. Primary data collection technique includes the opinions and viewpoints of
the participants regarding the research topic. Data is collected from the participants both in the
form of survey or interview. As a result, recent perspectives of the participants can be taken into
account.

29DISSERTATION
3.11 Justification for selecting primary data collection technique
In the case of the current research, the researcher has used both primary and secondary
data collection techniques. The researcher while conducting the literature review used secondary
data collection technique. The researcher used relevant books, journals and other internet
facilities to develop a clear concept about whether employee motivation affects employee
retention. Moreover, the use of secondary data collection technique also provided an opportunity
for the researcher to use theories and models to get a better idea about the perspectives of the
research topic. On the other hand, the researcher has used both quantitative primary data
collection techniques. This enabled the researcher to interview the female managers by using
both open-ended and close-ended questions.
3.12 Data Analysis Technique
The data collected from the primary data collection technique needs to analyze in order to
prove the null hypothesis or the alternative hypothesis. The collected data can be presented using
interview transcript. The use of the interview transcript helped the research to be accurate
enough and gain the exact results.
3.13 Ethical Considerations
A series of ethical considerations needs to be followed while conducting a research.
According to the NTB’s ethical considerations in conducting research, a researcher is bound to
follow and conduct the research by maintaining the ethical considerations for ensuring the
success of the research. According to the Data Protection Act, 1998, the researcher needs to
ensure safety of the collected and gathered data. According to the Act, the researcher is not

30DISSERTATION
supposed to disclose any data collected from the participant without their consent. Moreover, in
accordance with the Act, the researcher needs to keep the identity of the participant confidential.
Another ethical consideration states that the researcher cannot force the participants to be a part
of the data collection process. The participants need to conduct the survey willingly and
forcefully. Moreover, the researcher needs to use the data collected strictly for academic purpose
rather than commercial purpose. Therefore, the researcher needs to follow and implement the
ethical considerations to complete the research successfully.
3.14 Summary
In this chapter, the researcher mentions the various methodological tools that can be used
while conducting a research. In the chapter, the researcher also states the use of particular
research methodological tools with suitable justification. This chapter also includes the samples
size of the workers that has been used for data collection. The researcher has used the interview
technique for data collection in order to determine the impact of employee motivation on
employee retention for the workers in the manufacturing industry. This chapter also sheds light
on the ethical considerations that need to be followed while conducting a research successfully.

31DISSERTATION
Chapter 4: Data analysis
4.0 Overview
In this section, 5 different female managers of the oil and gas sector have been
interviewed in order to know their views and opinions about their working experience in the
sector. Considering the views and opinions of the female managers help in understanding the
disparity in terms of job roles and responsibilities that exists between the male and the female
employees along with finding reasons of identifying the reasons due to which the disparity still
exists.
4.1 Interview
How long have you been working in the oil and gas sector and when were you promoted to
the managerial position?
Female manager 1: “I have been working in the oil and gas sector for the past 7 years and have
been promoted to the managerial position 2 years ago. I am currently working as a healthy and
safety manager in oil and gas sector and I must say it is a highly tedious job.”
Female manager 2: “I have been working in the oil and gas sector for the past one and half
decade. I am working as a manager of HSE Drilling Advisor in this sector. I have been working
in this post for the past 4 years and I must say that I have fought hard to reach this position.”
Female manager 3: “My experience in the oil and gas sector is more than 25 years. I joined as an
executive and have worked my path as an Engineering manager slowly and steadily. I am
working in the current managerial position for the past 8 years but my career has become
stagnant after reaching this position within the sector.”

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Female manager 4: “I have been working as a Pipeline and drilling manager in the oil and gas
sector for the past 12 years and I have working in this sector for almost 35 years. However, I
must say that I have not got sufficient chances to go further from here.”
Female manager 5: “I have been working in the oil and gas sector for the past 7 years and have
been promoted to the managerial position 2 years ago. I am currently working as a healthy and
safety manager in oil and gas sector and I must say it is a highly tedious job.”
Do you think gender inequality exists at workplace and what made you think so?
Female manager 1: “Yes, absolutely…. I firmly believe that gender inequality in the oil and gas
sector is highly evident. This is because the oil and gas sector is still dominant and the work
culture favors the growth of male employees rather than female employees.”
Female manager 2: “Yes, I agree that gender inequality is there in the oil and gas sector. The pay
scale of the male and the female employees of similar designation is the main reason that makes
me feel so. Additionally, the gender inequality is highly evident when it comes to promotion.”
Female manager 3: “I think gender inequality in the oil and gas sector exists because of nature of
the job in this sector. The male employees are free and available of attending both off-shore and
on-shore projects whereas female employees have some undeniable restrictions.”
Female manager 4: “Yes, I feel that gender discrimination exists in the oil and gas sector. I feel
so because of the career growth opportunities, pay scale and the responsibilities given to the male
employees compared to us indicates huge gap.”

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Female manager 5: “Yes, I firmly believe that gender discrimination exists in the oil and gas
sector because I have personally encountered situations and instances that have made this believe
stronger.”
Have you ever encountered gender discrimination while working in oil and gas sector?
Female manager 1: “Yes, I have personally gender discrimination while working in the oil and
gas sector. It might sound funny but I have faced several obstacles in reaching the position where
I am today in spite of being more qualified and deserving compared to my competitors.”
Female manager 2: “I f not directly, but indirectly I have encountered situations that indicated
gender discrimination. It took me quite a long time to reach this managerial position compared to
my male colleagues who have reached senior management positions much before than me. I had
to prove myself several times before earning this position though it was not required.”
Female manager 3: “I feel gender discrimination is higher any job sector and in oil and gas sector
it is more evident. I encountered gender discrimination in terms of the pay scale offered to me
when I was promoted to this position. My male colleagues are paid fairly more than me that is
highly disappointing for me because I feel I am nothing less than them.”
Female manager 4: “I felt inequality at workplace during a promotion that happened before I got
this position. In spite of been highly deserving, I was not promoted during that promotion
because of the stereotypical thinking that indicates only a male employee can be a Pipeline and
drilling manager. I was highly disappointed.”

34DISSERTATION
Female manager 5: “I felt gender discrimination at work when being appraised for working in
this sector for more than 7 years. My male colleagues got more hike during their appraisal than
me that I came to know unofficially.”
What factors put female mangers out of the league while reaching top management
positions?
Female manager 1: “I think in the oil and gas sector, the jobs are highly tedious, mechanical and
require power both in terms of physically and mentally. I think this is the main reason why we
are not given first consideration and preference because our ability and value is undermined.”
Female manager 2: “As a female I had obligation when it came to start a family and looking after
my children. For this, there came instance, when I was failed to meet the eligibility criteria for
applying for the internal job recruitment to a senior management position because I had to take
maternity leave. So, I think that as we have the responsibility of managing personal life as well,
we are often undervalued for reaching senior management positions.”
Female manager 3: “For me, it is nothing more the stereotypical thinking that exists within the
work culture that puts female mangers out of the league while reaching top management
positions. Because I feel if there is a will there is a way and the workplace is too rigid to change
their existing culture.”
Female manager 4: “I think the oil and gas sector feels that being a woman is an obligation in
terms of travelling, giving more time and effort, ability to handle pressure and stress that puts
female mangers out of the league while reaching top management positions. However, I feel this
is absolutely wrong, as masculinity and feminity has nothing to do with travelling, time, effort
and ability to handle stress.”

35DISSERTATION
Female manager 5: “I think in the oil and gas sector, the jobs are highly tedious, mechanical and
require power both in terms of physically and mentally. I think this is the main reason why we
are not given first consideration and preference because our ability and value is undermined.”
Do you think it is right to consider men for senior management positions even if the
competing women are more deserving and efficient?
Female manager 1: “No, absolutely not. I feel be it male or female, all the individuals should be
given positions that they deserve irrespective of their gender. I feel it is injustice to pull back a
female employee from being in the senior management position in spite of more deserving
compared to the male colleagues.”
Female manager 2: “No, I do not support this gender discrimination that exists in the oil and gas
sector. I have literally worked hard and give my 100% towards my job roles and responsibilities.
There have been instances where I have even outshined others including men at work. So, I find
myself completely eligible to be in the senior management position and my gender should be
counted.”
Female manager 3: “I believe senior management positions should be given to individuals those
of deserve, be it men or women. Because company should be the topmost priority and senior
management positions should be given to those who possess the ability to handle the
responsibility and not to individuals who are not suitable for the position and do not have the
ability.”
Female manager 4: “I am not saying it is wrong to give men senior management positions but
pulling back women just because of their gender is what I do not support. The women should be
judged based on the track record of their work while determining their eligibility for senior

36DISSERTATION
management positions. Because I have seen men senior managers failing badly in handling the
responsibilities of a senior managers and women outshining them in handling the position.”
Female manager 5: “No, absolutely not. I feel be it male or female, all the individuals should be
given positions that they deserve irrespective of their gender. I feel it is injustice to pull back a
female employee from being in the senior management position in spite of more deserving
compared to the male colleagues.”
Have the oil and gas sector undertaken any measures for mitigating this gender inequality?
If yes, what are the strategies?
Female manager 1: “Yes, we have laws within the oil and gas sector that promotes equality at
workplace. Laws such as Equality Act and Equal pay Act are are some of the measures that has
been imposed but it is yet to be executed in their complete potential.”
Female manager 2: “Though oil and gas sector has legal policies and legislations that promote
workplace equality and aim towards mitigating gender discrimination, I do not think it is
executed completely. We still have to go long way in order to implement the laws and policies to
the fullest.”
Female manager 3: “I feel making policies and laws and developing measures is not the end to
mitigate this serious issue rather it is just the beginning. The practicality of the strategies and
legislations should be judged for ensuring proper execution.”
Female manager 4: “Though oil and gas sector has legal policies and legislations that promote
workplace equality and aim towards mitigating gender discrimination, I do not think it is

37DISSERTATION
executed completely. We still have to go long way in order to implement the laws and policies to
the fullest.”
Female manager 5: “Yes, we have laws within the oil and gas sector that promotes equality at
workplace. Laws such as Equality Act and Equal pay Act are some of the measures that have
been imposed but it is yet to be executed in their complete potential.”
4.2 Summary
Therefore, from the interview transcript, it can be said that the female managers indeed in
the oil and gas sector are indeed deprived and are not given adequate chances of being selected
as the senior management position. From the interview, it can be inferred that the female
managers have encountered several instances during their employment duration in the oil and gas
sector when they have not been promoted to managerial posts in spite of being deserving. The
female managers interviewed felt that the existing stereotypical thought in the workplace puts
them out of the league when it comes to selecting women in senior management positions.

38DISSERTATION
Chapter 5: Discussion
5.0 Overview
In this section, the data gathered by interviewing the female managers are further
analyzed by aligning the findings with the information presented in the literature review section.
The discussion is conducted with the aim of identifying and understanding the factors that
exclude female managers to be in the senior management positions in the oil and gas sector. In-
depth discussion intends to develop better understanding of the workplace disparity in the oil and
gas sector followed by determining the impact of the issue.
5.1 Discussions
From the information in the literature review section and the data gathered in the
literature review section, it can be inferred that over the past three decades women have made
tremendous gains in the ranks of lower and middle management position. However, the number
of females in the senior management position is less small. Gender based discrimination is one of
the mostly discussed workplace issues that have made it difficult to mitigate the disparity that
exists between the male and the female employees. Williams Kilanski and Muller (2014) in the
literature review mentions that ‘unequal treatment’ refers to the lower position as salary of
women as compared to the men recruited in the Oil and Gas Industry, less bonus or benefits to
the female employees, biased or humiliating attitude of the executives towards the female
employees. This is also supported by the information presented by Nicolson (2015) that states
that more than the 80% of the candidates recruited in the position of managers as well as
executives are male.

39DISSERTATION
(Source: Okechukwu 2014)
The above figure by Okechukwu (2014) also supports the statement made by authors Williams
Kilanski and Muller (2014) and Nicolson (2015) in the literature review section. However
authors like Jyrkinen (2014) and Sipe et al. (2016) beg to differ with the above authors. This ios
because according to them there has been a drastic change in the recruitment process of the Oil
and Gas companies. These changes are indicative of the gender biased attitude of the Oil and Gas
companies while recruiting people in the posts of managers or executives. If reports are to be
considered, previously 99% candidates in the managerial position were male. However, rate of
recruiting men in the top positions of Oil and Gas firms has been decreased during the last five
years that has provided adequate and sufficient opportunities for the women to get the
managerial positions. The interviews of the five female managers in the oil and gas sector also

40DISSERTATION
highlights similar thoughts, as they have mentioned without any hesitation that they have
encountered workplace inequality that have restricted them from reaching senior management
positions.
The disparity between men and women in oil and gas sector is evident and is supported
by different authors Bowen Edwards and Lingard (2013), Nicolson (2015) and Cundiff and
Vescio (2016). However, Cundiff and Vescio (2016) contradicts the own information by stating
that women are not judged on the basis of their practical knowledge as well as experiences,
rather their capabilities are judges depending on their looks, age and parameters which have no
connection with their education and wisdom that restricts them in senior management positions
in the oil and gas sector. From the interviews of the female managers, it can also be inferred that
in spite of being deserving and more eligible, they had to fight hard for reaching managerial
position they are currently working in and reaching senior management position is no where
near.
The different factors that exclude women to be in the senior management positions in oil
and gas sector are gender roles, gender biasness, the existing stereotypical thinking and the lack
of confidence on the ability of women in handling job roles and responsibilities for senior
management positions. This is supported by Cohen (2013) that states in the literature review that
most of the Oil and Gas companies of the world have made a rule of recruiting almost no female
employees in the position of the managers, in spite of their capabilities. However, this is
contradicted by Cundiff and Vescio (2016) in the literature review section that mentions that
increasing rates of the female leaders in the Oil and Gas sectors of some of the economically
developed countries have created an instance for all the Oil and gas Companies all over the
world.

41DISSERTATION
5.2 Summary
Thus, in this section, it can be summarized that though women have made tremendous
gains in the ranks of lower and middle management position over the past 30 years, but the
number of females in the senior management position are less small. The major factors that have
restricted women from being in the senior management positions are gender roles, gender
biasness, the existing stereotypical thinking and confidence. Therefore, in spite of being
deserving, women are not recruited for senior management positions.

42DISSERTATION
Chapter 6: Conclusion and recommendations
6.0 Conclusion
From the information provided in the above section, it can be concluded that the
workplace is a highly diversified place when it comes to gender. Similarly, in the oil and gas
sector, the numbers of female employees are highly evident. However, the numbers of female
mangers are distinctively low in the oil and gas sector. This has been a consistent and continuous
issue because it has been seen that female managers are not considered eligible in the oil and gas
sector to hold the position of a senior manager. From the information presented in the literature
review and the opinions gathered from the interview, it can be inferred that female managers had
to work hard and prove themselves more often compared to the male employees in order reach
the current managerial positions.
Additionally, female managers are often not considered eligible and capable of handling
the responsibilities, stress and pressure a senior manager have to fulfill and handle. The ability of
the women are often undervalued and is considered that the fact that women have to manage
personal life as well will be a major obstacle if a senior management post is given to them. For
example, if a senior manager goes for a maternity leave for 6 months, it will be difficult for the
organization or the sector to fill the gap created for a prolonged period of six months. As a result,
women are not given senior management posts in spite of being deserving compared to their
male counterparts. Moreover, the existing stereotypical thought that man is better than woman
when it comes to handling work culture as puts women out of leagues of being selected in a
senior management position. However, the issue is severe and needs to be mitigated with
consistent and continuous effort.

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6.1 Linking with objectives
Objective 1: To investigate the recruitment policies in oil and gas sector keeping in mind
the gender of the employees
Objective 1 is linked literature review section 2.2. This section talks about the
recruitment and employment policies that are used by companies in the oil and gas sector. The
information presented in this section critically analyzes whether the recruitment and employment
policies facilitate or do not facilitate workplace equality. On the other hand, all the interview
questions have been developed with the aim of investigating the employment policies in the oil
and gas sector.
Objective 2: To critically analyze the factors that exclude the female managers from
reaching senior management positions in oil and gas sector
Objective 2 is linked with literature review section 2.4. This section clearly mentions the
potential factors that put women out of the league of reaching senior management positions
within the oil and gas sector. Additionally, this section critically analyzes the factors that restrict
women from reaching top management positions. On the other hand, all the interview questions
have been developed with the aim of understanding the inequality in terms of women while
interview question 4 specifically focuses on the identified issue.
Objective 3: To identify the roles and responsibilities of the companies in oil and gas sector
for female inclusion
Objective 3 is linked with literature review 2.5. This section talks about the initiatives ad
strategies developed by the management of the companies in the oil and gas sector so that
women are given equal chances of being selected in the top management positions rather than

44DISSERTATION
focusing only on men. On the other hand, the interview question has been developed with the
aim of the determining the roles and responsibilities of the companies for promoting female
inclusion in the senior management positions.
Objective 4: To study the disparities between career opportunities between male and
female employees in oil and gas sector
Objective 4 is linked with literature review section literature review section 2.3 and 2.6.
Both these sections talks about the disparities between the career opportunities between the male
and female employees in the oil and gas sector. On the other hand, the interview questions 2 and
3 helps in identifying and understanding the existing disparities between the career opportunities
between male and female employees in terms of senior management positions.
Objective 5: To provide suitable recommendations for facilitating women in the senior
management position in oil and gas sector
Objective 5 is linked with literature review section 2.8. This section talks about the
benefits of including women in the senior management positions. On the other hand, the last
interview question has been developed of including women in the senior management positions.
6.2 Recommendations
Based on the issue that has been identified, it is necessary for the companies in the oil and
gas sector to include women in the senior management positions by considering the benefits it
has to offer in sustaining the competitive market and gaining competitive advantage.
Appropriate execution of policies and legislations that promotes equality

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Developing and including policies and legislations that promote workplace equality and
restricting gender discrimination is not just the end. The companies in the oil and gas sector need
to ensure that the policies and legislations are executed and are practical and feasible enough for
the companies and the employees working in the company. This is a continuous process and
needs to be kept under look upon continuously for successful execution.
Offering adequate benefits to women
Considering the lifestyle and responsibilities a woman have, it is necessary for the
companies in the oil and gas sector to offer benefits such as paid maternity leave, workplace and
work time flexibilities, work from home opportunities, family supportive supervisor behavior
(FSSB) that facilitates bringing in children at workplace and taking them back home while
returning, allowing the kids to travel by offering the half sponsorship.
6.3 Future scope of the study
For undertaking this research, interview has been used for communicating with the
female managers only in order to to know the factors those forces to exclude female managers
from reaching senior management positions within the Oil and Gas Industry. Therefore, in the
future, research can be conducted by focusing on a single oil and gas company of a specific
country. This will help in gathering much in-depth data and information about the workplace
inequality and gender discrimination that exists within workplace and restricting women from
reaching senior management positions in the oil and gas sector. This will help in generating more
in-sight about the current issues that women face in the oil and gas sector when it comes to the
situation of them being reaching senior management positions.

46DISSERTATION
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Appendix 1
Interview questions
How long have you been working in the oil and gas sector and when were you promoted to the
managerial position?
Do you think gender inequality exists at workplace and what made you think so?
Have you ever encountered gender discrimination while working in oil and gas sector?
What factors put female mangers out of the league while reaching top management positions?
Do you think it is right to consider men for senior management positions even if the competing
women are more deserving and efficient?
Have the oil and gas sector undertaken any measures for mitigating this gender inequality? If
yes, what are the strategies?