解读印度职场女性专业人员的职业转型过程：一项定性研究

IF 2.3 3区管理学 Q3 BUSINESS

Gender in Management Pub Date : 2024-03-06 DOI:10.1108/gm-05-2022-0175

Seema Das, Sumi Jha, Sumita Datta

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引用次数: 0

摘要

目的本研究旨在探讨女性专业人员在中断工作后重返职场并重新融入其职业理想时的职业转型过程。数据分析揭示了女性在职业生涯中断后的职业转型和重新融入职场的过程。上司的支持、工作与生活平衡的实践、榜样、同事的支持和职业成功都是促成成功过渡的因素。用人单位的多元化、公平和包容（DEI）招聘策略是女性重新进入职场的重要机制。原创性/价值虽然以往的研究已经对职业生涯中断后重返职场的女性专业人员进行了研究，但却没有研究促成女性重新进入职场的 "过渡过程"。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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Unpacking the career transition process of returning women professionals in the Indian workplaces: a qualitative study

Purpose

This study aims to explore the career transition process of women professionals when they return to the workplace after a break and re-integrate with their career aspirations.

Design/methodology/approach

This research used a qualitative approach with semi-structured interviews for data collection. All 20 women participants have returned to their careers after a break.

Findings

The data analysis reveals women’s career transition and re-integration process into the workplace after a career break. Supervisory support, work–life balance practices, role models, coworker support and career success emerged as factors enabling successful transition. The employing organisations’ diversity, equity and inclusion (DEI) hiring strategy emerged as an important mechanism for re-entry.

Originality/value

Although previous research has studied women professionals returning after a break, the “transition process” that enables re-entry is missing.

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来源期刊

Gender in Management Multiple-

CiteScore

6.40

自引率

8.10%

发文量

期刊介绍： Coverage (includes, but is not restricted to): ■Equal opportunities law ■Flexibility at work and part-time working ■Male/female working styles ■Networking ■Performance appraisal ■Sexual politics ■Entrepreneurship ■Cross-cultural issues ■Employee-employer relationships ■Sexuality and sexual orientation ■Career influences/determinants ■Glass ceiling issues ■Employment disparities e.g. pay Companies often fail to recognize or realize the potential of women professionals by failing to respond positively to women who have created successful managerial roles for themselves.