The impact of gender differences on job satisfaction, job turnover, and career experiences of information systems professionals

2002 ◽  
Author(s):  
Mary Sumner ◽  
Fred Niederman
Keyword(s):  
Job Satisfaction ◽  
Gender Differences ◽  
Information Systems ◽  
Job Turnover ◽  
Career Experiences ◽  
Information Systems Professionals ◽  
The Impact

scholarly journals The Islamic Banking Sector Of Pakistan: The Impact Of Leadership Opportunities, Gender Differences, Working Conditions And Employee Performance On Job Satisfaction Of Female Employees Of The Industry

2020 ◽  
Vol 20 (2) ◽  
pp. 139-158
Author(s):  
Sobia Iqbal ◽  
Khalid Mehmood Iraqi
Keyword(s):  
Job Satisfaction ◽  
Gender Differences ◽  
Banking Sector ◽  
Employee Performance ◽  
Positive Association ◽  
Working Environment ◽  
Islamic Banking ◽  
Upper Management ◽  
Leadership Opportunities ◽  
The Impact

The findings of this research study is constructed depending the role of women in Islamic Banking industry of Pakistan. It has been conducted with an objective to determine the contrast of leadership opportunities, gender differences, working condition, employee performance with Job Satisfaction. The data has been collected from 200 male and female participants, representing the Islamic Banking Sector of Pakistan (Meezan Bank, Dubai Islamic Bank and Bank Islami). The result of the research shows a positive association in the selected dependent and independent variables. The study result further supports that in the current scenario the male gender participation for authoritative and leadership position is comparatively high as paralleled to female in the Pakistani Islamic Banking Sector of Pakistan. Further, it reveals that male working employees in the Islamic banking sector of Pakistan are far more satisfied as compared to female working participants. The result has reflected that the constructed model is significant (at the p < 0.001 level).  The findings of this particular study possibly may assist the upper management to revisit their working environment policies and practices to consider females as equally responsible for challenging leadership roles, providing career path opportunities, and to promote Equal Employment Opportunities (EEO) in organizations.

Exploring the Contribution of Gender Identity to Differences in Career Experiences

1992 ◽  
Vol 70 (3) ◽  
pp. 723-737 ◽  
Author(s):  
K. Ramsey McGowen ◽  
Lorraine E. Hart
Keyword(s):  
Job Satisfaction ◽  
Gender Differences ◽  
Sex Differences ◽  
Gender Identity ◽  
Random Sample ◽  
Interpersonal Relationships ◽  
Career Experiences ◽  
Women's Careers ◽  
Women’S Careers ◽  
And Behaviors

A questionnaire designed to assess attitudes, experiences, and behaviors which reflect differences in gender identity with work situations was sent to a national random sample of 1,000 psychologists. The following hypotheses were tested: (1) women's careers are more affected than men's by conflicts over interpersonal relationships; (2) women are more likely than men to employ strategies to maintain intimacy and interpersonal harmony in the workplace; (3) women derive a sense of job satisfaction and happiness from a contextual, rather than individualistic, perspective. Analyses indicated that few significant sex differences could be substantiated. On the majority of questionnaire items, there were no significant gender differences in responses. The differences that did emerge generally were consistent with previously reported findings and are interpreted in relation to Hypotheses 1 and 3. The implications of these findings concerning influences of gender identity on professional functioning are discussed.

Exploring the Work and Family Relationship

1999 ◽  
Vol 20 (6) ◽  
pp. 771-788 ◽  
Author(s):  
SUSAN ROXBURGH
Keyword(s):  
Social Support ◽  
Job Satisfaction ◽  
Gender Differences ◽  
Family Relationship ◽  
Work And Family ◽  
Partner Support ◽  
Ample Evidence ◽  
Coworker Support ◽  
Work And Family Roles ◽  
The Impact

This article examines gender differences in the influence of parenthood and social support on job satisfaction. This is important because there is ample evidence that work and family roles are managed and coordinated differently by men and women and therefore that home roles influence men's and women's job satisfaction differentially. Using a large random sample of the Toronto metropolitan area, gender differences in the impact of parenthood and social support from partners and coworkers on job satisfaction, controlling for job demands, are examined. Results indicate that mothers have higher job satisfaction than fathers and nonmothers. Coworker support is more important for men's job satisfaction than partner support. Partner support is highly significant for women's job satisfaction, whereas the influence of coworker support varies as a function of partner support. Implications for an understanding of gender differences in job satisfaction and in the experience of dual roles are discussed.

scholarly journals Gender differences in the domains of job satisfaction: a questionnaire survey among doctors

2020 ◽  
Vol 3 (2) ◽  
pp. 161-166
Author(s):  
Saad Ahmed Ali Jadoo
Keyword(s):  
Job Satisfaction ◽  
Gender Differences ◽  
Pearson Correlation ◽  
Sampling Technique ◽  
T Test ◽  
Questionnaire Response ◽  
Satisfaction Scale ◽  
Cross Sectional ◽  
The Impact ◽  
Overall Job Satisfaction

Background: The impact of gender differences in the labor market cannot be neglected when studying job satisfaction among doctors. This study aimed to assess the gender differences in a ten-items Warr–Cook–Wall (WCW) job satisfaction scale among Iraqi medical doctors.  Methods: A cross-sectional study was conducted between January and June 2014 in Iraq. The multistage sampling technique was recruited to collect the data from 20 health institutions. A total of 576 doctors returned the self-administered questionnaire (response rate= 87.3%). Student t-test and the Pearson correlation tests were used to analyzing the data. Results:  Female doctors rated the overall job satisfaction index significantly higher than their peer male colleagues (P <0.001). Findings of student t-test showed a significant gender difference; women doctors appeared more satisfied than men in the freedom to choose the method of working, satisfied with their colleagues and fellow workers, amount of responsibility given to them, income, opportunity to use their abilities, hours of work and the amount of variety in the job. In contrast, the Pearson correlation coefficient results indicated a high satisfaction among male doctors than females in terms of recognition for good work (P =0.02) and the physical working condition (P =0.04), respectively. Conclusion: Analysis of data based on indices rather than the only overall job satisfaction appeared as an efficient method to understand gender differences. The possibility of increasing the representation of women in recognition and awards may raise the level of job satisfaction.

The Impact of Unit Goal Priorities, Economic Incentives, and Interim Feedback on the Planned Effort of Information Systems Professionals

2001 ◽  
Vol 15 (2) ◽  
pp. 81-98 ◽  
Author(s):  
Brad M. Tuttle ◽  
Adrian M. Harrell
Keyword(s):  
Information Systems ◽  
Response Rate ◽  
The United States ◽  
Economic Incentives ◽  
Strategic Objectives ◽  
Recent Interest ◽  
Information Systems Professionals ◽  
Is Professionals ◽  
The Impact ◽  
Influence Behavior

Recent interest in aligning the activities of the individuals in information systems (IS) with the organization's strategic objectives suggests a need to understand the factors that influence the behavior of IS professionals. One way that organizations influence behavior is by setting goal priorities in connection with feedback and economic incentives. The objective of the present study is to examine how goal priority, feedback, and economic incentives influence IS professionals' planned effort as reflected by the time they would devote to each of two different goals. Research instruments were mailed to IS professionals at companies with 500 or more employees throughout the United States. A total of 196 instruments were returned yielding a response rate of 32.0 percent. In general, the participants were highly experienced, averaging 21.3 years in the IS profession and an average of 11.9 years in management. Results show IS professionals direct their planned effort toward the primary goal without the need for additional incentives. Conversely, incentives tied to the secondary goal direct planned effort away from the primary goal. The results of the experiment support a model of behavior contingent on goal priority, feedback, and economic incentives.

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