VIETNAM NATIONAL UNIVERSITY - HO CHI MINH CITY

INTERNATIONAL UNIVERSITY
SCHOOL OF BUSINESS

THE EFFECTS OF CORPORATE GLASS

CEILING ON FEMALE EMPLOYEES
POSITIVE MOOD AND JOB PERFORMANCE:
AN EMPIRICAL STUDY IN TOURISM
INDUSTRY IN HO CHI MINH CITY

In Partial Fulfillment of the Requirements of the Degree for

BACHELOR OF ARTS in BUSINESS ADMINISTRATION

Student’s Name: DANG HONG QUYNH NHU

(BABAIU13199) Advisor: Dr. MAI NGOC KHUONG

Ho Chi Minh City, Vietnam

2017
 THE EFFECTS OF CORPORATE GLASS
CEILING ON FEMALE EMPLOYEES
POSITIVE MOOD AND JOB PERFORMANCE:
AN EMPIRICAL STUDY IN TOURISM
INDUSTRY IN HO CHI MINH CITY

APPROVED BY: Advisor APPROVED BY: Committee

Dr. Mai Ngoc Khuong

THESIS COMMITTEE
 ACKNOWLEDGEMENTS

With the accomplishment of this thesis, it would be my honor to express my

sincere gratitude to all those who supported me in making it possible.

First and foremost, I would like to acknowledge my professional advisor, Dr.

Mai Ngoc Khuong, who has always passionately supported me whenever I need him. I
would not have finished this study without the great guidance and useful critiques from
him. His wisdom and encouragement help me pursue my challenging goal and work as
an academic researcher.

Secondly, I would like to express my gratefulness to my friends, my

colleagues and many other female employees who have shared their valuable time and
individual information with me. I would not have made it through this process without
the help and advice from them.

Last but not least, I would like to express my wholehearted gratitude to my

family including my parents and my aunts for their unconditional love, stabilized
belief and dedication during not only the time of doing thesis but also throughout my life.

To all of you, thanks for supporting me and always being there for me.
 TABLE OF CONTENTS

CHAPTER I: Introduction ............................................................................................. 1

1.1 Backgrounds ................................................................................................... 1
1.2 Problem Statement......................................................................................... 2
1.3 Research Objectives ....................................................................................... 4
1.4 Research Questions and Hypothesis ............................................................ 4
1.5 Significance of the study ................................................................................ 5
CHAPTER II: Literature review ................................................................................... 6
2.1 Glass Ceiling ................................................................................................... 6
2.2 Corporate Glass Ceiling Factor .................................................................... 8
2.2.1 Management Perception .................................................................. 8
2.2.2 Gender stereotypes ........................................................................... 9
2.2.3 Career Progression and Growth .................................................... 11
2.2.4 Organizational Support ................................................................. 12
2.2.5 Work Environment......................................................................... 14
2.2.6 Discrimination and Prejudices ...................................................... 15
2.3 Employee’s Work Motivation ..................................................................... 17
2.4 Employee’s Performance............................................................................. 20
2.5 Conceptual framework ................................................................................ 22
CHAPTER III: Methodology........................................................................................ 24
3.1 Research Design ........................................................................................... 24
3.2 Research Sample .......................................................................................... 24
3.3 Research Instrument ................................................................................... 25
3.4 Data Collection ............................................................................................. 26
3.5 Data Analysis Techniques ........................................................................... 26
3.6 Variables Measurement............................................................................... 27
3.7 Factor Analysis and Reliability................................................................... 31
 3.7.1 Exploratory Factors Analysis ........................................................ 32
3.7.1.1 EFA for Independent Variables ....................................... 32
3.7.1.2 EFA for Dependent Variable ........................................... 37
3.7.2 Reliability Test ................................................................................ 40
3.7.2.1 Independent Variables ..................................................... 40
3.7.2.2 Dependent Variables ........................................................ 41
CHAPTER IV: Data Analysis and Findings ............................................................... 42
4.1 Characteristics of sample and univariate descriptive and statistics of
independent and dependent variables .......................................................................... 42
4.1.1 Age Group of Respondent .............................................................. 42
4. 1.2 Highest Level of Education .......................................................... 43
4.1.3 Employment Status ........................................................................ 45
4.1.4 Marital Status ................................................................................. 46
4.1.5 Total Working Years ...................................................................... 47
4.1.6 Company Industry .......................................................................... 48
4.1.7. Univariate Descriptive Statistics ................................................... 49
4.2 Multiple Regression and Path Analysis ..................................................... 49
4.2.1 Factors directly affecting Employee Positive Mood ..................... 50
4.2.2 Factors directly affecting Employee Job Performance ................ 52
4.2.3 Path Diagram of Employee Job Performance .............................. 54
4.2.4 Indirect Effects on Employee Job Performance ........................... 55
4.2.5 Total Causal Effects on Employee Job Performance ................... 55
CHAPTER V: Discussion and Recommendations ...................................................... 57
5.1 Discussion of findings .................................................................................. 57
5.1.1Relationships between Independent Variables and Employee
Positive Mood ...................................................................................................... 57
5.1.2 Relationships between Employee Positive Mood and Employee Job
Performance ........................................................................................................ 58
 5.1.3 Direct and indirect relationships between independent variables
and Employee Job Performance......................................................................... 59
5.2 Recommendations ........................................................................................ 61
5.2.1 Recommendation for women ......................................................... 61
5.2.2 Recommendation for organizations in tourism industry .............. 62
5.3 Limitations and Implications for future research..................................... 64
5.4 Conclusion .................................................................................................... 65
REFERENCES ............................................................................................................... 67
APPENDIX A ................................................................................................................. 72
APPENDIX B ................................................................................................................. 76
 LIST OF TABLES

Table1. Measurement Scales for IVs and DVs............................................................ 27

Table2. Measurement Scales for Demographic Information .................................... 31
Table 3. KMO and Bartlett's Test of Independent Variables ................................... 32
Table 4.Total Variance Explained of Independent Variables ................................... 33
Table 5. EFA Results for Independent Variables ....................................................... 34
Table 6. KMO and Bartlett's Test of Dependent Variables ...................................... 37
Table 7.Total Variance Explained of Dependent Variables ...................................... 38
Table 8. EFA Results for Dependent Variables .......................................................... 39
Table 9. Summary of Independent Variables with Reliability Coefficients ............. 40
Table 10. Summary of Dependent Variables with Reliability Coefficients .............. 41
Table 11. Frequency Distribution by Age ................................................................... 43
Table 12. Frequency Distribution by Education ........................................................ 44
Table 13. Frequency Distribution by Employment Status ........................................ 45
Table 14. Frequency Distribution by Marital Status ................................................. 46
Table 15. Frequency Distribution by Working Years ................................................ 47
Table 16. Frequency Distribution by Company Industry.......................................... 48
Table 17. Univariate Descriptive Statistics of Independent Variables ..................... 49
Table 18. Univariate Descriptive Statistics of Dependent Variables ........................ 49
Table 19. Pearson Correlations between IVs and EMOOD ...................................... 50
Table 20. Effect Coefficients between IVs and EMOOD ........................................... 51
Table 21. Pearson Correlations between all Variables of the Research Model ....... 52
Table 22. Effect Coefficients between IVs, EMOOD and EMJOPER...................... 53
Table 23. Direct, Indirect and Total Causal Effects on EMJOPER ......................... 56
 LIST OF FIGURES

Figure 1 Proposed Research Model ............................................................................. 22

Figure 2: Age Group of Respondents .......................................................................... 43

Figure 3: Highest Level of Education of Respondents ............................................... 44

Figure4: Employment Status of Respondents ............................................................. 45

Figure5: Marital Status of Respondents...................................................................... 46

Figure6: Total Working Years of Respondents .......................................................... 47

Figure7: Company Industry of Respondents .............................................................. 48

Figure8: Path coefficients of ......................................................................................... 55

 ABSTRACT

“Glass Ceiling” is used to describe invisible barriers that prevent women

from moving up to upple-level management. This research concentrates on
exploring the obstacles women facing in their workplace in terms of management
perception; gender stereotyping; career progression and growth; organizational
support; work environment and discrimination and prejudices. To be more specific,
the dissertation would analyze the relationship between corporate glass ceiling
factors, employee positive mood and job performance.

The quantitative method is applied for data analysis. The questionnaires

which adopted from Khuong and Chi (2017); Positive and Negative Affect
Schedule (PANAS) developed by Watson, Clark, & Tellegen (1988); Khuong and
Quoc (2015) were responded by 260 female employees from different corporation
in tourism industry in Ho Chi Minh City. This survey was done using descriptive
statistics, EFA, Reliability Test, Multiple Regression and Path Analysis.

The findings reveal that barriers for women career development emerge
in two dimensions: Gender Stereotypes and Discrimination. Women have to face
with negative perceptions related to their gender which reduced their confidence to
pursue their careers and discrimination which lower their satisfaction and
motivation to work. Moreover, the researcher has discovered the relationship
between glass ceiling factors and employee positive mood, the impacts of employee
mood on their job performance, as well as the indirect effect of glass ceiling on job
performance mediated by employee positive mood.

Keywords: Glass Ceiling, Management Perception, Gender stereotypes,

Career Progression and Growth, Organizational Support, Work Environment,
Discrimination and Prejudices, Positive Mood, Job Performance
 CHAPTER I:

INTRODUCTION

1.1 Backgrounds

Over the past decade, women participation in the workplace has increased
dramatically in both developed and developing countries. A study by Powell and Graves
(2003) indicates an increase in the ratio of women in the leadership positions in almost all
countries. According to a report by International Labour Organization (2016), the service
sector has overtaken agriculture as the area that has highest employment number of
women and men globally. By 2015, 50.1 % of the global workforce was working in
services and more than half of the women in the world are employed in that sector. Since
1995, there has been an increase from 41.1% to 61.5% in the number of women‟s
employment in services.

In the service sector, the tourism and hospitality have demonstrated above
average growth for the fifth consecutive year since 2009 economic crisis and become an
economic and social phenomenon. Today, the hospitality is among the fastest growing
industry worldwide and is recognized to be “a multi-billion dollar industry” and is still
developing (Shrestha Pooja, 2016). Besides, the tourism and hospitality are being set to
create 70 million new jobs over the next ten years (Baum, 2015) and become one of the
world‟s largest employers (Reigel, 1995). In Viet Nam hospitality‟s industry, women
account for 42 percent of the workforce which creates more than 1 million jobs every
year and contributes 10 percent to the country's GDP.

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 As mentioned in ILO (2016), the percentage of women represented in the
managerial ranks has increased substantially than a decade ago. However, women are still
depreciated in decision-making positions, illustrated by the relatively small percentage of
women reaching top management positions or climbing the corporate ladder. Between
2000 and 2012, women make up approximately 30% of all leadership positions in 70
countries, and the proportion of women in management positions increased by more than
5% in 25 countries. At the global scale, there are more men than women in leadership
positions, and in some countries like Canada, Germany and Spain, the women‟s share of
management declined between 2000 and 2011.

Although women in tourism have experienced a period of remarkable change

and growth over the last several decades and proved themselves as capable and qualified
as men in achieving managerial positions, unfortunately, the increasing number of
women in this industry has not generated a proportional increase in the number of women
in leadership positions. In reality, there is no shortage of female executives but senior
management positions seem to be mostly taken by men in the hospitality industry
(Shrestha, 2016).

Various researches have been conducted to investigate what hinder the career
advancement of women in organization as well as in tourism industry. Evidence suggests
the existence of barriers like “Glass Ceiling” or “Gender Equality Barriers” which hold
the women back in the competition to executive and management positions compared to
men (Federal GC Commission, as cited in Khuong and Lan Chi, 2017).

1.2 Problem Statement

What prevents women from reaching the top level of management has become
a major topic of concern in many researches. Wood and Lindorff (as cited in Khuong and
Lan Chi, 2017) proved the worldwide existence of gender discrimination in promotion
and pay rates to leadership positions. In terms of gender differences in leadership, there is

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a low percentage of women representation at managerial positions due to various
obstacles in their career development when working with men. Through institutional
practices, the ingrained persistence of some impediments in organizations maintains the
inequalities in workplace. The internal operation of these barriers in the form of “glass
ceiling” has prevented women from advancing up to the leadership positions, whole those
barriers operate externally, as a hindrance that creates difficulty for women to enter male-
dominated, higher paid, and higher status professions (Mathenge, 2013).

The benefits of breaking the glass ceiling in corporations, including more

attractiveness to a bigger number of talented people to contribute more in the ethics,
productivity, innovative and financial success of the organizations, have been confirmed
by multiple studies (Northouse, 2013). Alternatively, the existence of sexual inequalities
in workforce creates a narrow range of areas for women to work and their efforts and
contributions are not only reflected by their income which not only violates the labor
rights but also harms the economy due to its hardship to promote the productivity of its
workforce.

As cited in Du Plessis, Tran, Marriott & Dodd (2015), Vietnam is a

developing country with an remarkable social and economic development rate since its
transition from planned to market economy in the late 1980s (World Bank). The country
ranked 73rd among 136 countries in the Global Gender Gap Index 2013, which implies
that gender equality has still not been achieved (Anjaiah). The Vietnamese culture
characteristics and perceptions toward gender equality have had important influence on
understanding the hindrance for Vietnamese women in their career growth.

Despite of increasing attention about gender bias in the past few years, most
Vietnamese researchers have primarily focused on issues such as illiteracry,
impoverishment, and domestic violence which related to practical social and economical
topics (Do Thi Thanh Van, 2013). The effects of glass ceiling in corporations on

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employees‟ mood and performance, especially gender discrimination, has not been
studied by any published summaries in Vietnam up to date.

Continuing with this theory, the research makes contribution in exploring the
glass ceiling in corporations. The purpose of this study is to analyze the obstacles in
women career progression and their success. Hence, the study would evaluate the effects
of glass ceiling on employees‟ positive mood and performance of women working in
tourism industry for the reason that the positive mood and job performance of employees
will affect the organizational performance.

1.3 Research Objectives

 To achieve an overall understanding of the barriers that women face in their

career growth and progression in the tourism industry in HCMC.
 To analyze the direct and indirect impacts of the corporate glass ceiling
factors on the employee‟s performance through the mediating roles of
employees positive mood.
 To propose possible solutions that help women achieve career success.

1.4 Research Questions and Hypothesis

- To what extent do the corporate glass ceiling factors affect the employee‟s
mood and performance in their workplace?

i. To what extent do the corporate glass ceiling factors directly affect

employee positive mood?
ii. To what extent do the corporate glass ceiling factors and employee positive
mood directly affect employee job performance?
iii. To what extent do the corporate glass ceiling factors indirectly affect
employee job performance?

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 iv. What can be recommended to help women‟s career development in
tourism in HCMC, as well as to enhance their positive mood and job performance?

1.5. Significance of the study

The research is conducted in women with different demographic profiles (age,

marital status, working experience…) with the aim of providing a generalization of
women‟s life and specific observation about glass ceiling level in the workplace.
Moreover, this study also examines the impacts of these barriers on female employees‟
mood and performance. Therefore, it is precious for experts in human resource
department and other managerial positions in creating practical policies to increase both
the percentage of women in the leadership positions and the emotions and performance of
their staffs.

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 CHAPTER II:

LITERATURE REVIEW

2.1. Glass Ceiling

Although women are well educated, they are pushed into a constricted range
of occupations, where there is less responsibility, lesser pay, limited authority and
minimum opportunities for advancement (Smith, Caputi & Crittenden, 2012). Glass
Cliff and Olin, et al. (as cited in Elmuti, Jia & Davis, 2009) defined the glass ceiling
effect as an unofficial barrier to opportunities within an organization or company
preventing a protected classes of workers, particularly women, from advancing to higher
positions. According to Eagly (as cited in Vidya, Sureshramana and Joshi, 2016), the
glass ceiling may be showing cracks, but it still exists and creates a bottleneck for women
to climb the corporate ladder and prevents them from attaining top-level positions.

Cotter and colleagues‟ study (as cited in Akpinar-Sposito, 2012) examined

three remaining criteria for discerning the effects of a glass ceiling. First, a glass ceiling
exists when artificial barriers impede the advancement of women and minorities. In
measuring discrimination, analysts often control for education, work experience, tenure
with the current employer, and familial factors affecting productivity (e.g., marital
/parental status). A second criterion for investigating the concept of a glass ceiling is that
one must use longitudinal data to examine job transitions over time. A third criterion for
the existence of a glass ceiling is that inequality grows over the life course; this implies
that the barriers to mobility existing early in a career become more severe later in the
career. Cotter and colleagues also defined four specific criteria that must be met to

6
conclude that a glass ceiling exists when discrimination increases in severity with
movement up the occupational hierarchy in a workplace:

1. "A gender or racial difference that is not explained by other job-relevant

characteristics of the employee."

2. "A gender or racial difference that is greater at higher levels of an

outcome than at lower levels of an outcome.”

3. "A gender or racial inequality in the chances of advancement into higher

levels, not merely the proportions of each gender or race currently at those higher levels."

4. "A gender or racial inequality that increases over the course of a career."

Tilley (as cited by Mathenge, 2013) defined organizational culture as shared

basic assumption that organization learned from solutions of its external and internal
integrated problems that is good enough to be considered as valid and be taught to new
members as standards of perception, thinking, and feelings about those problems. A
research of glass ceiling indicates that organizational employees‟ beliefs and attitudes, as
well as the social structure of the organization, contribute to the barriers of women‟s
career advancement. The literature on glass ceiling suggests these barriers fall under three
broad categories: organizational culture, organization practices and organizational
climate.

Research conducted by Khuong and Lan Chi (2017) suggests that corporate
glass ceiling will include the following factors: management perception and gender
stereotyping (developed from organizational culture), career progression and growth and
organizational support (developed from organizational practices), attitudes against
women and work environment (developed from organizational climate), family support
and discrimination and prejudices (developed from internal motivation). The research
first will define the term “glass ceiling” and give further explanation, then pay attention

7
on those factors that determine glass ceiling in corporations including management
perception; gender stereotyping; career progression and growth; organizational support;
work environment and discrimination and prejudices.

2.2 Corporate Glass Ceiling Factor

2.2.1. Management Perception

According to Cooper (2001), “male-dominated organizations still appear to

have perspectives that are incompatible with the advancement of women to upper
management levels”. As cited in Benson and Yukongdi (2005), Budhwar, Saini and
Bhatnagar suggested that many male managers in India perceived women as less likely to
be able to acquire the necessary managerial skills. Similarly, Cooke suggested that male
managers in China were more likely to view women as less capable in their work, and
Kang and Rowley cited research that found that while Korean male workers were willing
to accept women as colleagues, they do not accept them as supervisors. Benson &
Yukongdi‟s study (2005) also mentioned that women often felt that higher expectations
are placed on them and many women are denied promotion within management ranks
due to their male superiors‟ perceptions that men are more capable. Another common
perception is that male are viewed as leader and women are supportive followers in the
organization (Cooper, 2001).
Mathenge„s study (2013) showed that many organizations still embrace a
„male-oriented‟ management style, where direct and aggressive behavior is the norm.
According to Franke et al., (as cited in Mathenge, 2013), interestingly, aggressiveness,
objective thinking, dominance, competition, and decisiveness are characteristics often
found in leadership research studies as amongst those characteristics considered by both
men and women as desirable. However, when women display these traits, they often
receive negative evaluations and are labeled as „bossy‟ and „pushy while men displaying
the same traits are positively evaluated and labeled as “leaders”. Female manager report

8
the perception that if they adopt a „feminine‟ managerial style, they run the risk of being
viewed as ineffective whereas when they adopt a „masculine‟ style, they are criticized
for not being feminine.

2.2.2 Gender stereotypes

Gender stereotypes are categorical beliefs about the traits and behavioral
characteristics attributed to individuals on the basis of their gender. They serve as
expectations about the attributes and behaviors of individual group members and are
considered as one of the direct antecedents of discrimination at work (Cleveland,
Stockdale, & Murphy, as cited in Vidya et al., 2016). In brief, gender stereotypes are
imprecise generalizations about the roles of men and women characteristics in the
organization. The gender stereotypes are salient in an organization as potential barriers to
women‟s career development, however, to what degree it is persistent is unclear because
of organization‟s equality initiatives.

Mathenge (2013) also suggested that “judgments about effective management

continue to be based on an adherence to a purely masculine gender stereotype”. Such a
stereotype creates an inconsistency between the role of management and the gender role
of women pursuing a career in management.

Another research by Brownell & Walsh (2008) showed that in hospitality

environments, stereotyping, treating both men and women employees in a manner
consistent with gender expectations regardless of the person's organizational position,
constitutes a serious barrier to women's career advancement. Those with decision-making
responsibilities frequently have the perception that women are less motivated and loyal
than their male counterparts, and are only committed to their careers for the short term
due to the fact that women require greater flexibility with regard to periods of maternity
leave and shifting family needs (Hicks; Traves et al., as cited in Brownell & Walsh,
2008). These individuals may also hold onto more traditional, masculine-oriented ideas

9
about what makes an effective leader. For example, a „cowboy mentality‟ still exists in
some organizations that perpetuate the notion that leaders must be pioneering, take-
charge individuals who make a decision and then forge ahead (Hogue, Yoder and
Ludwig, as cited in Brownell & Walsh, 2008). Brownell & Walsh‟s study (2008) also
indicated that female managers had been criticized for not being decisive when managing
male employees, for not responding assertively, and for being unable to make the tough
decisions. Certainly, women's linguistic style can contribute to misinterpretations of
women as weak managers. Even a recent hospitality study found pervasive attitudes
towards women as the weaker sex, as well as gendered presumptions about the types of
jobs appropriate for women and men.

Crystal and Todor‟s study (as cited in Posholi, 2012) highlighted the
following stereotypes concerning women:

- “Women tend to lose their time and interest in their jobs because they place
family demands above work consideration”;

- “Women work for supplemental income and hence lack the essential
motivation to work and succeed in organization”;

- “Women are unfit for leadership positions due to their emotion and lack of
aggressiveness”;

- “Women are not as committed as men to their careers”;

- “Women lack quantitative skills”.

Negative stereotypes show that there is no confidence in women holding

senior management positions, which subsequently reduced women‟s confidence to pursue
their careers and made them loath to face challenges and problems associated with being
stereotyped.

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 2.2.3 Career Progression and Growth

Burke and Nelson‟s study (as cited in Elmuti et al., 2009) found out that even
while 82% of firms stated that their selection of not promoting women is due to the lack
of general management skills and line experience; some firms with large numbers of
qualified women simply do not consider them for the position. Another reason is that
current top administration positions are held by men who have a tendency to advance
other men who are similar to themselves. In organization, a lack of clear job description
and formal recruitment system tends to create obstacles to women‟s career advancement.

Mathenge‟s study (2013) indicated that female managers in every country

remain a tiny fraction of those in senior positions because of a lack of career development
opportunities, fewer chances of promotion to senior managers and an absence of active
encouragement to participate in career development activities. This upper-level gender
segregation results in high concentration of women at the bottom of the career ladder
even in traditionally female-dominated areas.

Research of Oakley (2000) emphasized the importance of line experience as a

traditional prerequisite for the CEO position. According to Oakley, to be in line for
upper-level positions, senior managers need to be offered line of experience in areas such
as marketing or operations by mid-career at the latest to be considered in the pipeline for
the top position. However, very few women have this kind of experience. Lublin‟s survey
(as cited in Oakley, 2000) shows that among 461 senior female executives and 325 male
CEOs at America‟s largest corporations, although 44% of women senior executives
polled reported to the CEO or a person one level down from the CEO, more than 60% of
these women are in staff support areas such as human resources or public relations.

In general, training and development opportunities are believed to improve

overall achievement and performance of employees. Both study of Wirth and Burke (as
cited in Knorr, 2005) confirmed the important of access to education and training and

11
development initiatives as a major factor contributing to women‟s development and
participation in managerial positions. Specifically, access to formal, appropriate and
relevant management training programs, as well as adapting training to the needs of
women and training in gender equity are believed to have positive influence on women‟s
advancement in organizations. Training and development initiatives are critical for
women‟s advancement in organizations because they provide women with necessary
skills, credentials, and knowledge to succeed in their jobs. However, Tharenou found that
training and development, along with education and challenging assignments, predict
advancement only into middle management. As stated earlier, it was found that women in
the U.S.A. are less likely to be trained than men.

2.2.4 Organizational Support

Dimovski et al. (2010) stated that insufficiencies in networking, mentoring, in

organizational policies including flexible working hours and family friendly initiatives
would indirectly strengthen the existence of the glass ceiling in the organization.

Bennett (2002) emphasized the importance of mentoring and interpersonal

support to the advancement of women. Specifically, women who had worked closely
with a female manager and who were employed in organizations with higher ratio of
female managers were more likely to be promoted into lower and middle management
positions than women who toiled in male-dominated hierarchies. The research also
pointed out that women who received early encouragement from peers and supervisors
were more likely to have moved into upper management two years later rather than to
have fallen back into lower management. This gender difference suggests that as women
have more obstacles to cope with than men, if they want high management positions, they
may need more encouragement and external support than men to crack and break through
the glass ceiling and achieve their full potential.

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 Elacqua, T., Beehr, T., Hansen, C., & Webster, J. (2009) also indicated the
influence of mentoring on glass ceiling phenomenon by affecting whether women are
treated differentially. As mentioned in this research, many variables associated with
mentoring which includes lack of access to mentors, informal networks, influential
colleagues, role models, and stretch assignments can contribute to women‟s slow career
advancement. Employees whose supervisors act as their mentor are more likely to feel
that they are not excluded from important information and opportunities, and, therefore,
assume that is true for others as well. This is also confirmed by Nelson and Quick (as
cited in Shrestha, 2016) who found that especially important is female mentors who
provide role models and help them to cope with discrimination, stereotyping,
family/work balance, and social isolation. Thus, employees with a mentoring supervisor
are less likely to feel that there is differential treatment of people by their organization.
However, women have difficulty establishing mentoring with other women because there
are not as many women at higher ranks, and they especially have trouble forming
mentoring relationships with men in male-dominated career.

Chovwen (2007) stated that getting engaged in mentoring relationship is a

survival strategy for women in male occupations. Assistance from mentors in form of
positive feedback, encouragement and actions influenced women‟s attitudes and
determination to succeed and enable them to face and overcome the different challenges
at one point or the other in the course of building their career.

Another source of perceived differential treatment could be having any friend

who is among the powerful decision makers in the organization. Such interpersonal
connections have been examined as factors in receiving promotions and employees tend
to judge them as unfair (Elacqua et al., 2009). Chou, Fosh and Foste (as cited in Benson
et al., 2005) found women managers often felt isolated as one of the few women
managers in the organization with little support or networks. This was further reinforced
by the limited help women managers receive from coworkers and subordinates.

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According to studies of Burt, Catalyst and Tharenou (as cited in Shrestha, 2016), women
rely on and need networking with other women to advance to executive levels. Even
though networking varies in terms of origin, membership and structure, they share a
common goal of focusing on career and skills development as well as improving
communication among members and management. In addition, interpersonal relationship
provides women with more information, options and opportunities to strengthen ties with
prospective sponsors.

A study of Shrestha (2016) shows that Family friendly policies created to

balance work-life demands are also seen as business strategies. They intend to respond to
the matters related to childcare initiatives, flexible time schedules, and parental leaves of
employees who have family responsibilities, which help them to manage work-life
balance better and consequently, make it easier to progress into upper –level positions.
However, Benson et al. (2005) stated that organizations provided little in the way of
family-friendly policies or childcare that would assist in resolving the role conflict
women experience between their domestic and professional responsibilities.

2.2.5 Work Environment

Posholi (2012) highlighted the inequity in pay and training and sexual
harassment as constraints to women‟s career advancement. As mentioned in this research,
in some organizations, women continue to experience inequity in pay and training, which
contributes to their lack of motivation to advance their careers. This result is in line with
the finding of Molebatsi (as cited in Posholi, 2012) that female managers earned far less
than their male peers earned. Another reason for women‟s lack of enthusiasm to enter
into traditionally male-dominated occupations, and their reluctance to pursue their
careers, is because of sexual harassment, which includes sexist remarks that lessen a
person‟s work efforts or competence (Reed, as cited in Posholi, 2012).

14
 Brownell & Walsh (2008) defined networks as informal social systems that
use friendship and alliances to organize and control power, influence, and rewards within
the formal organizational structure to support one another's needs and agendas in efforts
to preserve the status. Elacqua et al. (2009) indicated that men often hold more
centralized critical positions in organizations, where they have access to valuable
information concerning job openings, pending projects, and managerial decisions often
shared through the "old boys' network." Women in organizations with an old boys
„network may not be as visible to the decision makers in the organization and perceive
that differential treatment of the sexes occurs and that a glass ceiling exists. In hospitality
organizations, large numbers of women continue to report that they have been excluded
from these informal communication structures, especially those that shape critical
organizational practices such as recruiting and succession planning (Purcell, as cited in
Brownell & Walsh, 2008).

2.2.6 Discrimination and Prejudices

Benson & Yukongdi (2005) states that while both men and women were
presented as “successful”, female managers were seen as „passionate‟, „aggressive‟, and
„confident‟ while their male counterparts were presented as „quiet‟, „soft-spoken‟ and
„energetic‟. The themes underpinning these stories also varied. While clearly „success‟
was the reason for contributions on managers, for women managers it was often in the
context of „family‟, whilst for men the context was often one of „career paths‟. In Japan,
women‟s positions are a result of the social construction of women‟s positions within the
organization. Such forms of discrimination were also found in Korea where social
stereotyping is clearly presented.

Welle & Heilman (2005) shows that when evaluators adopted a stereotype-
consistent view of women job applicants, they often concluded that women are less likely
to have necessary skills to succeed at male gender-typed jobs. Thus, research has

15
illustrated that even when men and women possess equal qualifications; men are viewed
as capable of performing better and hence are favored over women in the selection
process, which results in fewer promotions for women than men at higher levels within
an organization. Likewise, women and men receive different evaluation on performance.
Sackett and colleagues (as cited in Well et al., 2005) showed that women were
systematically rated as lower performance than men, and that the gender discrepancy in
evaluations was higher in male gender-typed jobs. Women managers received
significantly less compensation than did men even after controlling for a wide variety of
human capital factors. The wage gap was greater at higher organizational levels occupied
predominantly by men.

As also mentioned in Welle & Heilman (2005), the negative expectations of

women‟s abilities and skills may lead members of the organization to socially ostracize
them, thereby keeping women from becoming central players within their organizations.
Because their input may be deemed less valuable, women are more likely to be excluded
from key discussions and informal networks that provide the context for critical
information sharing, and their perspectives are also overlooked when being sought about
important decisions. As they are viewed as lacking essential traits for success, others
staffs are less likely to come to them for help precisely, thus creating a system where
women are cut off from opportunities to exert influences.

Studies by Burton and Catalyst (as cited in Posholi, 2012) revealed that
women have a desire and ability to reach the top of their career but gender discrimination
remains a major barrier. Moreover, respondents from study of Catalyst reported that they
did not feel that they were listened to, and that when they spoke in meetings their
comments and suggestions were ignored or belittled, but the same or similar comments
and suggestions from men, made an impact. These respondents also pointed out that they
had to employ a number of strategies in order to get ahead of their careers, which
included: exceeding performance expectations; successfully managing others; developing

16
a style which male managers are comfortable with; having recognized expertise in a
specific content area; and taking on difficult or highly visible assignments.

In male-dominated organizations, women often feel under-utilized and

devalued. Women are not only excluded from informal networks, but also from important
meetings where decisions are made. Women tend to be given lower level projects with
less visibility (Finegan, as mentioned in Mathenge, 2013). Furthermore, according to
Handel (as cited in Mathenge, 2013), women‟s ideas are frequently discounted or
ignored, creating the „invisible-woman syndrome,‟ and their actions are highly
investigated and seen as a test case for women in the future.

As mentioned in Khuong & Chi (2017), there might be unsupportive and

discouraging work environments stemmed from attitudes towards women. Benson et al.
(2005) suggested that women often experienced differential treatment such as being
offered less challenging work or mainstream jobs, which left women with feelings of
“boredom and emptiness without any autonomy in their work life.”

2.3 Employee’s Positive Mood

Based on Khuong & Khanh (2016), moods are described as “permeating

and broad affective states which have wide-ranging effects on behavior and
cognitive processes”. N. Schwarz and Clore (as cited in this study) stated that with the
help of mood, people receive information about the situation and adapt to various
environment through thinking processes and behavior. Watson & Tellegen (1985)
showed that mood can be categorized as positive mood and negative mood. According to
Khuong and Khanh‟s study, positive mood helps people to perceive the uncomplicated
environment, hence, people become more relax, think more “divergently”, solve problem
more “heuristically”, whereas negative moods give people some warnings about the
problems and make them focus on figuring out the error and finding the solutions, devote
more effort on improve the issue.

17
 In the previous years, plenty of researches have been conducted about mood at
workplace, its antecedents and consequences. Study of Fisher (2002) suggested that work
environment features may impact attitudes directly through cognitive judgment processes
as well as indirectly through their impact on events and momentary affect. As cited in this
study, Herzberg et al, 1995 showed that the events in connection with positive mood
about one‟s job involved achievement, recognition, interesting work, responsibility and
advancement. A job that is perceived to be higher on the desirable job characteristics of
task identity, skill variety, task significance, autonomy and feedback will in turn create
momentary positive emotions such as pride, optimism, enthusiasm, pleasure, enjoyment
and happiness. In other words, perceived job characteristics are expected to be positively
related to the occurrence of positive affective reactions at work. This research also
suggested that a high level of role conflict may cause concurrent feelings of anger,
frustration, worry, fear and so on. The result of Fisher‟s study demonstrated a strong and
significant relationship between job characteristics and positive affective reactions as
well as emphasized that role conflict would lead to the negative affective reactions.
Therefore, it can be inferred from this study that organization practices in term of job
characteristics (task identity and significance, career development programs…) and
organization support (flexible programs to deal with role conflicts) might affect employee
mood.

Research of Isen and Reeve (2005) has emphasized the relationship of

positive affect and motivation while mutual influences between mood and satisfaction
have been confirmed by Judge and Illies (2004). Therefore, those factors which affect the
motivation and satisfaction are expected to influence the mood, also. As cited in Mishra
(2014), women who are victims of glass ceiling and sexual discrimination lose crucial
desires and spirits to perform their jobs effectively. Meanwhile, the effects of
organization culture and climate on employee motivation have been confirmed by many
researches (Yusof et al., 2006; Noordhoorn, 2010 and Ghanbari & Eskandari, 2013).

18
Based on these studies, organizational culture can reflect on employee’s motivating factor
and has a critical impact in increasing and maintaining the motivation level among
employees while climate will have an positively and significantly effect on job
motivation. Channar, Abbassi, & Ujan (2011) studied about the relationship of
gender discrimination and satisfaction and motivation level of employees. The results
showed that there was a negative relation between these two continuous variables, thus it
confirmed the prediction that gender discrimination decreases satisfaction and
motivation. As a result, factors including organization culture, organization climate,
gender discrimination and glass ceiling are predicted to influence employee mood.

Few studies illustrated the relationship between employees with positive

mood and their creativity, helpfulness and patience in task performance (Isen & Baron,
1991 and George & Brief, 1992). The research of Fisher (2002) supported this results by
demonstrating that employees with positive mood are more likely to offer helping
behavior toward customers and colleagues. Similarly, the study of George (1991) on
salespeople of large retail store showed that positive employees assist customers and
coworkers more which lead to the increase in store‟s sale volume. Study of Khuong &
Khanh (2016) showed that employee positive mood directly caused an effect on job
performance.

On the contrary, study of Izard (1993) showed that negative emotion may
decrease working motivation and high-level performance. Both study of Jones & George
(1998) and George & Zhou (2002) reported the relationship between the employee mood
and work outcomes. According to these studies, positive mood led to increase in
creativity but it also make employee become over-self-satisfied that lead to lower creative
outcomes. Despite of common beliefs that negative mood are often associated with lower
creativity; negative mood has positive impacts on creativity if being considered
throughoutly. Moreover, it was studied that individuals who experience negative

19
emotions tend to have difficulty in believing others and deny the cooperation as well as
influence team performance negatively.

Liu (2016) suggested that the presence of positive mood may lead to changes
in attention focus and mode of thinking, so that the individual‟s behaviors, such as
problem solving, can be implemented. This stud has also demonstrated that positive
mood and emotions increases the probability of new and useful ideas being developed,
and positive mood contributes greatly to enhancing the general performance of
employees through facilitating creativity and efficacy judgment. The increase in the
employee‟s cognitive and thinking flexibility contributes to changes in his/her problem
solving and effectiveness, helping to improve that employee‟s performance. The results
of Liu‟s study showed that direct effect of employee positive mood on employee
performance is positively significant. This is consistent with the results of Pervez‟s study
(2010), indicating currently employees working in different organizations highly affected
their work performance by their emotions.

2.4 Employee’s Performance

ZadehHassan (2013) defined employee job performance as a variable at

individual level rather than a high-level variable of more encompassing constructs like
organizational or national performance; or simply as “something a single person does”.
Meanwhile, in Bushiri‟s study (2014), performance of the employee is considered as
what an employee does and what he doesn‟t do. Employee performance involves quality
and quantity of output, presence at work, accommodative and helpful nature and
timeliness of output.

Research conducted by Khan, Rahman & Dost (2012) also point out the
relationship between glass ceiling, employee performance and employee satisfaction.
According to this research, glass ceiling becomes an essential factor responsible for
employee‟s performance as reviewed various employees and the glass ceiling affects the

20
employee performance that will ultimately affect the employees‟ satisfaction level in the
organization. Meanwhile, Cornejo„s study (2007) illustrated the relationship between
perceived gender discrimination and job performance through the mediation of work
motivation. These findings suggest that employers should be very concerned with their
employees‟ motivation levels because they relate directly to performance. This study also
reaffirms the connection between motivation and performance, but it extends this by
demonstrating strong, practically significant relationships between performance and the
individual motivation connections. These results point to the need for employers to
consider all aspects of motivation in their efforts to keep employees‟ performance high.

Study of Gberevbie et al. (2014) illustrated the impact of gender

discrimination on job performance. The survey supports the opinion that gender
discrimination has a unique and strong impact on employee performance. Further, the
empirical findings derived from this study show that discrimination in recruitment
policies, salary gaps, and potential misalignment strongly contributes to analyze
academic staffs‟ performance of Nigerian government universities in Lagos State.
Generally, the concept of gender discrimination could be traced to many factors such as
gender stereotyping, the behavior of male counterparts, male managerial behavior, and
also cultural belief. This research also suggest that adoption of positive, equal opportunity
and fairness in engaging workforce which tends to increase employee performance,
subsequently increases organizational performance should be pursed. In addition, Bushiri
(2014) have revealed that the organization working environment had an impact on
members as far as respondents are concerned. The study also revealed that there will be
improvement in employee‟s performance if the problems determined during the research
are handled by the management. These problems include flexible organizational climate,
work noise distraction, networking between mentors and their subordinates, presence of
job aid, performance feedback usage and work incentives improvement in the
organization to motivate employees to perform their job.

21
 Alizadeh & Cheraghalizadeh‟s study (2015) showed the importance of
organizational support on employees‟ motivation and their performance. Therefore it
seems necessary that managers pay consideration to their employees and their needs. By
satisfying their needs at the real time job performance will increase. By paying more
attention to claims arising from the deferred salary and also offering promotion to
employees, managers can improve job performance in the organization.

2.5 Conceptual framework and Hypotheses

Figure 1: Proposed Research Model

Hypothesis 1: Factors of corporate glass ceiling negatively and directly affect employee
positive mood.

Hypothesis 2: Factors of corporate glass ceiling negatively and directly affect employee
job performance.

22
Hypothesis 3: Employee positive mood positively and directly affects employee job
performance.

Hypothesis 4: The effect of Corporate Glass Ceiling Factors on Employee Job

Performance is mediated by Employee Positive Mood.

23
 CHAPTER III:

RESEARCH METHODOLOGY

3.1 Research Design

Reseach design is defined as the selection of appropriate methodoly which are

suitable with the literature review of the research (White, 2015). Hence, guidance to
collect and analyze the data is given by the objective of the research and research design.

This research aims at using numerical data to investigate the relationship

between corporate glass ceiling factors, female employee mood and performance, as a
result, the quantitative approach was reasonably adopted. Quantitative approach deals
with statistical, mathematical, and computational techniques. Developing and exercising
mathematic models, theories and hypotheses correlated with the topic are the objectives
of quantitative research. Then, the software SPSS will be suitable for conducting the
quantitative of the research with some techniques including descriptive statistics,
reliability, EFA, correlation, multiple regression and path analysis. Therefore, the
research could provide more scientific and objective results which will also satisfy the
research objectives and help our decision making more powerful.

3.2 Research Sample

The target population of this research will be groups of employees working in

tourism industry. Gorsuch (1983) and Hatcher (1994) suggested that with each item in the
measurement, there will be at least 5 cases to ensure the reliability and validity of EFA
results. Based on this suggestion, researcher should use the formula n>5M (with M is
number of items, hence, the sample size should be 275 (M=55) to ensure the validity and

24
reliability. However, there is another way to calculate the sample size. According to
Tabachnick and Fidell (1996), the sample size to run multiple regression model should be
calculated as n=50+8*m (with n is the sample size and m is the number of independent
variables). Hence, the sample size should be greater than 100. In general, the sample size
is expected to be greater than 250.

The surveys are delivered to 300 full time employees who are working in
tourism industry in direct to ensure that the sample size is appropriate for data analysis.
However, due to the incomplete or randomly marked responses, only 260 cases were
collected and used for the next step of analysis.

3.3 Research Instrument

Based on the literature review and previous related research, items in the
questionnaire were built and raised as suitable as possible to ensure reliability and
validity of research, as well as adaptable to the research context. Particularly, Glass
Ceiling Factors were adopted from model in study of Khuong and Chi (2017) and the
model “Workplace Culture Questionnaire” (Bergman and Hallberg, 2002); Employee
Positive Mood were adopted from Job-related Affective Well-being Scale (JAWS) and
Positive and Negative Affect Schedule (PANAS) developed by Watson, Clark, &
Tellegen (1988). Employee Performance was adopted from Khuong and Quoc (2015).
The questionnaire was written in two languages: English and Vietnamese.

The survey will consist 3 sections:

Section A: measuring females executive positive mood and job performance

Section B: measuring corporate glass ceiling factors

Section C: background information of respondents (age, marital status…)

25
 The questions were in written in form of Five-scale Likert statements (1 =
“strongly disagree”, 5 = “strongly agree”). The questionnaire was delivered to 30 female
employees in tourism sector for pilot test to get their comments to improve later. The
result indicated that all question items are reliable.

3.4 Data Collection

For the primary data, female executives with different background

information (ages, single or married and total working years) were the target of this
survey. Questionnaire will be delivered directly to employees of tourism industry‟s
workforce with directions and precise contents to help them give answer correctly.
Leaving respondents two weeks to complete and return their response, it took 1.5 months
to reach the required sample size that research sample have already mentioned.
Secondary data, on the other hand, includes raw data and published summaries (Saunders
et al., 2009). In this research, the secondary data was collected from various sources of
information such as books, articles, journals and dissertation and was described in
literature review in order to collect necessary knowledge about the topic.

3.5 Data Analysis Techniques

After data collection, many kind of statistical analysis will be used in this
research in order to measure reliability, validity, how the relationship between corporate
glass ceiling factor, employee positive mood and job performance such as:

+) SPSS (Statistical Package for the Social Science)

+) Frequencies: First descriptive statistics techniques used to analyze the

demographic profiles of respondents

+) Means: techniques used to measure numerical variables‟ central tendency

to calculate mean values of all units in every group of responses.

26
 +) Standard deviation: measurement used to provide knowledge about the
dispersion among variables

+) Exploratory factor analysis (EFA): techniques used to take out set of items
that is most suitable for the model to be further investigated in the test .

+) Cronbach‟s Alpha (Reliability Analysis): measures to ensure the

questionnaires to be valid and internally consistent.

+) Multiple regressions: techniques used to analyze the relationship between

one dependent variable and several independent variables

+) Path analysis: measurement for the direct and indirect relationship among
three levels of independent and dependent variables. Bootstrapping method is used to
confirm that the indirect effect is significant.

3.6 Variables Measurement

Table1. Measurement Scales for IVs and DVs

VARIABLES CODE ITEM SCALE
PERFO1 I can handle many tasks at a same time Likert Scale
PERFO2 I guarantee the standard of service Likert Scale
PERFO3 My colleagues always ask for my advices Likert Scale
and follow whenever they get problems
PERFO4 I am able to answer and explain clearly Likert Scale
customers' questions
PERFO5 I can co-ordinate well with other Likert Scale
EMPLOYEE
departments
PERFOR-
PERFO6 I am willing to satisfy customers Likert Scale
MANCE
PERFO7 I am trying to be helpful to everyone Likert Scale
PERFO8 I am trying to maintain good Likert Scale
relationships with customers after the
services
PERFO9 I know all hotel's(restaurant) products Likert Scale
and hotel's(restaurant)
PERFO10 I am willing to break the rules to satisfy Likert Scale

27
 customers
PERFO11 In general, my performance is good Likert Scale
PoMo1 When working with my boss, I feel Likert Scale
cheerful
PoMo2 When working with my boss, I feel Likert Scale
delighted
EMPLOYEE PoMo3 When working with my boss, I feel Likert Scale
POSITIVE inspired
MOOD PoMo4 When working with my boss, I feel Likert Scale
relaxed
PoMo5 When working with my boss, I feel joyful Likert Scale
PoMo6 When working with my boss, I feel Likert Scale
happy
GENSTER1 Women have lower professional Likert Scale
capabilities and career commitment than
men
GENSTER2 Women tend to lose their time and Likert Scale
interest in their jobs because they place
family demands above work
consideration
GENSTER3 Women are supposed to work for Likert Scale
supplemental income and hence lack the
GENDER essential motivation to work and succeed
STEREO- in organization
TYPES GENSTER4 It is more difficult to assign tasks to go Likert Scale
outstation or overseas for women than
men
GENSTER5 Women are associated with aide-related Likert Scale
roles such as assistant, attendant and
secretary
GENSTER6 It is more difficult for women than men Likert Scale
to work independently at work
GENSTER7 Women are weaker, less competitive and Likert Scale
adaptable to harsh environments
MANAGE- MANAPER1 I faced against discrimination when Likert Scale
MENT coming to top management positions
PERCEP- MANAPER2 I was questioned about professional Likert Scale
TION capabilities, inviting me in turn to work
harder in order to prove my credentials
and commitment
MANAPER3 I feel the need to prove my ability Likert Scale

28
 repeatedly and over-perform in order to
counter negative assumptions
MANAPER4 When I adopt the predominant Likert Scale
management style, I am frequently
labeled as „bossy‟ and „pushy,‟ whereas
men using the same behaviors are labeled
„leaders‟
MANAPER5 As a woman, I am supposed to be Likert Scale
submissive or feminine and do what is
told and should not compete for
leadership roles
MANAPER6 Women are less effective than men at Likert Scale
action-oriented or perform “take-charge”
leader behaviors
CAREER CAPROGO1 When I promote myself, I am seen as Likert Scale
PROGRES- violating modesty and therefore less
SION AND hirable
GROWTH CAPROGO2 I think that I have to be more Likert Scale
accomplished and “pushy” in my work
than men in order to be promoted
CAPROGO3 I do not receive the development Likert Scale
opportunities necessary for career
advancement
CAPROGO4 Women have fewer opportunities Likert Scale
compared to men for getting recruited at
work
CAPROGO5 Women are less likely to be promoted Likert Scale
and receive training than men
CAPROGO6 Women are often lack of management or Likert Scale
line experience
ORGANI- ORGSUP1 I do not receive enough organizational Likert Scale
ZATION support in order to manage my
SUPPORT professional work and my domestic
responsibilities
ORGSUP2 I think men receive more organizational Likert Scale
support and trust than women
ORGSUP3 If I experience difficulty at work, I rarely Likert Scale
have somebody or somewhere to resort to
ORGSUP4 The organization shows very little Likert Scale
concerns when I need a special favor
because of my gender

29
 ORGSUP5 Colleagues, Superiors and Subordinates Likert Scale
of the opposite seem to be uncomfortable
working with me because of my gender
ORGSUP6 Lack of childcare initiatives, flexible time Likert Scale
schedules, and parental leaves of
employee leads to the difficulty for
women to manage work-life balance
better and progress into upper –level
positions
ORGSUP7 I would have preferred to receive more Likert Scale
support and trust at work
WORK WORKENVI1 I receive more unfair judgments of my Likert Scale
ENVIRON- work performance than men
MENT WORKENVI2 Negative perceptions and stereotypes Likert Scale
about my professional capabilities
constitute barriers to my advancement
WORKENVI3 Negative perceptions and stereotypes Likert Scale
about my commitment constitute barriers
to my advancement
WORKENVI4 Despite performing the same tasks as Likert Scale
men, I received lower wage
WORKENVI5 The existence of informal male networks, Likert Scale
sometimes referred to as „old boy
networks,‟ also tends to exclude women
from top positions
DISCRIMI- DISPRE1 I often feel under-utilized and devalued Likert Scale
NATION & DISPRE2 My ideas are frequently discounted or Likert Scale
PREJUDICE ignored
DISPRE3 I am not only excluded from informal Likert Scale
networks, but also from important
meetings where decisions are made
DISPRE4 I tend to be given lower level projects Likert Scale
with less visibility
DISPRE5 I sometime feel that I was refused to a Likert Scale
position required strength, speed or
physical appearance
DISPRE6 My male peers say that as a woman, I Likert Scale
should be quieter than men and not meant
to speak out
DISPRE7 The way I have been addressed at work Likert Scale
by management and superiors has been

30
 influenced by negative attitudes towards
me because I am a woman

Table2. Measurement Scales for Demographic Information

VARIABLES ITEM
Employment Employee
Status Low-level Manager
Middle-Level Manager
Marital status Single
Married
Age From 18 to 25 years old
From 25 to 35 years old
From 35 to 55 years old
From 45 to 55 years old
From 55 years old
Job experience Less than 1 years
From 1 to 4 years
From 4 to 7 years
From 7 to 10 years
More than 10 years
Education level Highschool
Vocational School
College
University
Post university
Company Hotels
Industry Travel Destination
Transportation Agency
Restaurant
Travel Agency
SCALE
Nominal 1= “Employee”
2= “Low-level Manager”
3= “Middle-level Manager”
Nominal 1= “Single”
2= “Married”
Nominal 1= “ From 18 to 25”
2= “From 25 to 35”
3= “From 35 to 45”
4= “From 45 to 55”
5= “Above 55”
Nominal 1= “Less than 1 years”
2= “From 1 to 4 years”
3= “From 4 to 7 years”
4= “From 7 to 10 years”
5= “Above 10 years”
Nominal 1= ” Highschool”
2= “Vocational School”
3= “College”
4= “University”
5= “Post university”
Nominal 1= “Hotels”
2= “Travel Destination”
3= “Transportation Agency”
4= “Restaurant”
5= “Travel Agency”

3.7 Factor Analysis and Reliability

To explore the structure and convergence of observed variables in the model,

researchers will employ Principle component analysis and Varimax rotation in
Exploratory Factor Analysis (EFA) to test all items in the measurement scale. To make

31
sure that the questionnaire is valid and the construct are internally consistent, the
Cronbach‟s Alpha (Reliability test) will be applied.

3.7.1. Exploratory Factors Analysis

The researcher applied the exploratory factor analysis two times. The first
time is for 38 items of the independent variables and the second time is to analyze 17
items of the dependent variables. After plenty rounds of processing, because some of
items with low factor loadings (< 0.5) will be eliminated, the independent variables have
19 items left and the dependent variables have only 13 items. The final results will be
demonstrated as below.

3.7.1.1. EFA for Independent Variables

Table 3. KMO and Bartlett's Test of Independent Variables

Kaiser-Meyer-Olkin Measure of Sampling
.884
Adequacy.
Approx. Chi-Square 3198.946
Bartlett's Test of
df 171
Sphericity
Sig. .000

The final results of factor analysis of independent variables (Table 3) show the
KMO index is at .884 > .5 and Sig. is at .000 (< .05). This means that the data of
dependent variables is appropriate for factor analysis.

32
 Table 4. Total Variance Explained of Independent Variables
Comp Initial Eigenvalues Extraction Sums of Rotation Sums of Squared
onent Squared Loadings Loadings
Total % of Cum. Total % of Cum. Total % of Cum. %
Variance % Variance % Variance
1 8.077 42.513 42.513 8.077 42.513 42.513 3.434 18.075 18.075
2 2.008 10.568 53.080 2.008 10.568 53.080 3.273 17.226 35.301
3 1.754 9.234 62.314 1.754 9.234 62.314 2.559 13.467 48.767
4 1.151 6.058 68.372 1.151 6.058 68.372 2.534 13.338 62.105
5 1.033 5.437 73.809 1.033 5.437 73.809 2.224 11.703 73.809
6 .786 4.134 77.943
7 .582 3.062 81.005
8 .513 2.701 83.706
9 .443 2.334 86.040
10 .422 2.220 88.260
11 .381 2.003 90.263
12 .347 1.825 92.088
13 .314 1.652 93.740
14 .278 1.464 95.204
15 .252 1.328 96.532
16 .194 1.021 97.554
17 .181 .951 98.505
18 .150 .792 99.296
100.00
19 .134 .704
0
Extraction Method: Principal Component Analysis.
Table 4 helps to determine the number of components to be extracted. Kaiser
suggested that eigenvalue of a component needs to be 1 or above to be considered
appropriate. Based on this criterion, there are 5 components appropriate for retaining.

33
 Table 5. EFA Results for Independent Variables
Component
1 2 3 4 5
DISPRE4: I tend to be given
lower level projects with less .834
visibility.
DISPRE5: I sometime feel that I
was refused to a position required
.804
strength, speed or physical
appearance.
DISPRE3: I am not only excluded
from informal networks, but also
.739
from important meetings where
decisions are made.
DISPRE2: My ideas are
.725
frequently discounted or ignored.
DISPRE6: My male peers say that
as a woman, I should be quieter
.716
than men and not meant to speak
out.
CAPROGO4: Women have fewer
opportunities compared to men for .814
getting recruited at work
CAPROGO5: Women are less
likely to be promoted and receive .806
training than men.

34
CAPROGO6: Women are often
lack of management or line .756
experience.
CAPROGO1: When I promote
myself, I am seen as violating
.652
modesty and therefore less
hirable.
GENSTER4: It is more difficult to
assign tasks to go outstation or .810
overseas for women than men.
GENSTER5: Women are
associated with aide-related roles
.807
such as assistant, attendant and
secretary.
GENSTER3: Women are
supposed to work for
supplemental income and hence .708
lack the essential motivation to
work and succeed in organization
GENSTER7: Women are weaker,
less competitive and adaptable to .619
harsh environments.
WORENVI2: Negative
perceptions and stereotypes about
my professional capabilities .854
constitute barriers to my
advancement.

35
WORENVI1: I receive more
unfair judgments of my work .786
performance than men.
WORENVI3: Negative
perceptions and stereotypes about
.759
my commitment constitute
barriers to my advancement.
MANAPER4: When I adopt the
predominant management style, I
am frequently labeled as „bossy‟
.801
and „pushy,‟ whereas men using
the same behaviors are labeled
„leaders‟
MANAPER3: I feel the need to
prove my ability repeatedly and
.774
over-perform in order to counter
negative assumptions.
MANAPER5: As a woman, I am
supposed to be submissive or
feminine and do what is told and .649
should not compete for leadership
roles.
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.

According to Table 4 and 5, 5 components extracted from EFA which have

the Eigenvalues greater than 1 and explain a total of 73.809% of the variance

36
respectively correspond to the concepts of Discrimination and Prejudices (DISPRE2,
DISPRE3, DISPRE4, DISPRE5, and DISPRE6), Career Progression and Growth
(CAPROGO1, CAPROGO4, CAPROGO5, and CAPROGO6), Gender Stereotypes
(GENSTER3, GENSTER4, GENSTER5, and GENSTER7), Work Environment
(WORKENVI1, WORKENVI2, and WORKENVI3) and Management Perception
(MANAPER3, MANAPER4, and MANAPER5) in the research model. All items with
high factor loading (greater than 0.5) in those extracted components demonstrate the high
correlation between each item.

3.7.1.2. EFA for Dependent Variable

Table 6. KMO and Bartlett's Test of Dependent Variables

Kaiser-Meyer-Olkin Measure of Sampling
.914
Adequacy.
Approx. Chi-Square 1998.053
Bartlett's Test of
df 78
Sphericity
Sig. .000

The final results of factor analysis of dependent variables (Table 6) show the
KMO index is at .914 > .5 and Bartlett‟s Test of Sphericity is significant at .000 (< .05).
This means that the data of dependent variables is appropriate for factor analysis.

37
 Table 7.Total Variance Explained of Dependent Variables
Com Initial Eigenvalues Extraction Sums of Rotation Sums of Squared
pone Squared Loadings Loadings
nt Total % of Cum. Total % of Cum. Total % of Cum.%
Variance % Variance % Variance
1 6.389 49.149 49.149 6.389 49.149 49.149 4.367 33.593 33.593
2 1.825 14.040 63.190 1.825 14.040 63.190 3.848 29.597 63.190
3 .912 7.013 70.202
4 .688 5.289 75.491
5 .527 4.052 79.543
6 .475 3.655 83.198
7 .453 3.482 86.680
8 .425 3.270 89.949
9 .374 2.880 92.829
10 .263 2.023 94.852
11 .246 1.892 96.744
12 .218 1.676 98.420
100.00
13 .205 1.580
0
Extraction Method: Principal Component Analysis.

Table 7 helps to determine the number of components to be extracted. Kaiser

suggested that eigenvalue of a component needs to be 1 or above to be considered
appropriate. Based on this criterion, there are 2 components appropriate for retaining
(eigenvalues >1 and explain 63.19% of the total variance)

38
 Table 8. EFA Results for Dependent Variables
Component
1 2
PoMo4: When working with my boss, I feel relaxed .874
PoMo5: When working with my boss, I feel joyful .858
PoMo6: When working with my boss, I feel happy .839
PoMo2: When working with my boss, I feel delighted .826
PoMo3: When working with my boss, I feel inspired .739
PoMo1: When working with my boss, I feel cheerful .725
PERFO9: I know all hotel's(restaurant) products and
.764
hotel's(restaurant)
PERFO6: I am willing to satisfy customers .733
PERFO5: I can co-ordinate well with other departments .713
PERFO7: I am trying to be helpful to everyone .700
PERFO11: In general, my performance is good .686
PERFO1: I can handle many tasks at a same time .635
PERFO2: I guarantee the standard of service .618
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 3 iterations.

Based on Table 8, there are 2 extracted components respectively correlated

with the concepts of Employee Positive Mood (PoMo1, PoMo2, PoMo3, PoMo4,
PoMo5, PoMo6) and Employee Job Performance (PERFO1, PERFO2, PERFO5,
PERFO6, PERFO7, PERFO9, PERFO11) in the research model. All items with high
factor loading (greater than 0.5) in those extracted components demonstrate that each
item and the extracted components are highly correlated.

39
 3.7.2. Reliability

This analysis is applied with the purpose of eliminating unrelated items and
minimizing the risk of unreliable final results. The most widely used techniques to
calculate the mean value of correlation coefficients in this step is the Cronbach‟s Alpha.

3.7.2.1. Independent Variables

Table 9. Summary of Independent Variables with Reliability Coefficients

Independent Variables Cronbach’s N of
Alpha Items
Discrimination and Prejudices .886 5
Career Progression and Growth .900 4
Gender Stereotypes .795 4
Work Environment .905 3
Management Perception .763 3

The result of the exploratory analysis generates components with high

Cronbach‟s Alpha values (each is over 0.7), which implied the huge reliability and
internal consistency of the measurement scale for evaluating the independent variables.
Therefore, it can be concluded that the result of EFA of Independent Variables was
acceptable.

40
 3.7.2.2. Dependent Variables

Table 10. Summary of Dependent Variables with Reliability Coefficients

Dependent Variables Cronbach’s Alpha N of Items
Employee Positive Mood .923 6
Employee Job Performance .848 7

The Cronbach‟s Alpha calculated for “Employee Positive Mood” reaches the
highest value of 0.923, indicates good reliability and high internal consistency of the
measurement scale for evaluating the dependent variable. “Employee Job Performance
also has the high value of Cronbach‟s Alpha (0.848) which illustrated that the
measurement scale of dependent variables is reliable.

41
 CHAPTER IV:

DATA ANALYSIS AND FINDINGS

4.1 Characteristics of sample and univariate descriptive and statistics of

independent and dependent variables

The total number of 260 responses collected from female employees in

tourism‟s labor market ensures the study is reliable and valid. Those incomplete or
randomly remarked responses were deleted to make sure the accuracy of this test.

To gain an insight about the demographic characteristics of respondents, six

questions about tourists‟ background information were given in the questionnaire,
including Age, Marriage, Education, Working Time, Position and Company Industry.
Those questions gave the researcher understand which groups this study generalize most.

4.1.1 Age Group of Respondent

The following table shows that most respondents participating in this survey
aged from 18 to 35 years old. The number of respondents aged from 18 to 25 years old
equals that figure for those whose age from 25 to 35 years old, accounted for 73.1% of
total respondents. While 41 respondents whose age range from 35 to 45 years old making
up 15.8% of total, the percentage of people aged from 45 to 55 years is 8.1 %. Those
figure for group of people whose age over 55 is the least, with only 8.1%.

42
 Table 11. Frequency Distribution by Age
Frequency Percent Valid Cumulative
Percent Percent
From 18 to 25 yrs old 95 36.5 36.5 36.5
From 25 to 35 yrs old 95 36.5 36.5 73.1
From 35 to 45 yrs old 41 15.8 15.8 88.8
Valid
From 45 to 55 yrs old 21 8.1 8.1 96.9
From 55 and above 8 3.1 3.1 100.0
Total 260 100.0 100.0

8.1% 3.1%

15.8% 36.5% From 18 to 25 yrs old

From 25 to 35 yrs old
From 35 to 45 yrs old

36.5% From 45 to 55 yrs old

From 55 and above

Figure 2: Age Group of Respondents

4.1.2 Highest Level of Education

Bachelor Degree has overtaken other groups to become the dominance in term
of Education level (54.2% of 270 respondents). The number of women who have College

43
Degree, Highschool Degree and Vocational School Degree are 18.5%, 11.2% and 8.8%
respectively. The least one is Post University, which takes 7.3%.

Table 12. Frequency Distribution by Education

Frequency Percent Valid Cumulative
Percent Percent
High-school 29 11.2 11.2 11.2
Vocational School 23 8.8 8.8 20.0
College 48 18.5 18.5 38.5
Valid
University 141 54.2 54.2 92.7
Post University 19 7.3 7.3 100.0
Total 260 100.0 100.0

7.3% 11.2%
8.8%
High-school
Vocational School
College

54.2% 18.5% University

Post University

Figure 3: Highest Level of Education of Respondents

44
 4.1.3 Employment Status

Table 13. Frequency Distribution by Employment Status

Frequency Percent Valid Cumulative
Percent Percent
Employee 202 77.7 77.7 77.7
Low-Level Manager 38 14.6 14.6 92.3
Valid
Middle-Level Manager 20 7.7 7.7 100.0
Total 260 100.0 100.0

7.7%

14.6%
Employees
77.7% Low-level Manager
Middle-Level Manager

Figure4: Employment Status of Respondents

From the figure above, the number of female employees is much higher than
the number of female in low-level and middle-level management. While 78% of total
respondents were employees, respondents in manager position accounted for only 22%.

45
 4.1.4 Marital Status

Mostly, respondents are still single which takes 62.7% overall. The number of
female employees who had married accounted for 37.3% of total respondents.

Table 14. Frequency Distribution by Marital Status

Frequency Percent Valid Cumulative
Percent Percent
Single 163 62.7 62.7 62.7
Valid Married 97 37.3 37.3 100.0
Total 260 100.0 100.0

Marital Status

37.3%
Single
62.7% Married

Figure5: Marital Status of Respondents

46
 4.1.5 Total Working Years

Most of respondents participate in this survey have from 1 to 4 years working

experience, accounted for 34.6% overall. The second group of total working years is
group of from 4 to 7 years with 22.3%. The next ones are respondents who have less than
1 year experience, from 7 to 10 years and over 10 years of working with the percentage
of 21.5%, 12.3% and 9.2% respectively.

Table 15. Frequency Distribution by Working Years

Frequency Percent Valid Cumulative
Percent Percent
Below 1 year 56 21.5 21.5 21.5
From 1 to 4 year 90 34.6 34.6 56.2
From 4 to 7 years 58 22.3 22.3 78.5
Valid
From 7 to 10 years 24 9.2 9.2 87.7
Above 10 years 32 12.3 12.3 100.0
Total 260 100.0 100.0

Sales
12.3%
9.2% Below 1 year
21.5%
From 1 to 4 year
22.3% From 4 to 7 years
34.6%
From 7 to 10 years
Above 10 years

Figure6: Total Working Years of Respondents

47
 4.1.6 Company Industry

Mostly, respondents come hotel industry which takes 52.7% overall. The second
common industry is Restaurant with 20.8%, followed by Travel Agency with 20%. The
least are people who come from Transportation Agency and Travel Destination
(accounted for 3.8% and 2.7%, respectively).

Table 16. Frequency Distribution by Company Industry

Frequency Percent Valid Cumulative
Percent Percent
Hotel 137 52.7 52.7 52.7
Travel Destination 7 2.7 2.7 55.4
Transportation Agency 10 3.8 3.8 59.2
Valid
Restaurant 54 20.8 20.8 80.0
Travel Agency 52 20.0 20.0 100.0
Total 260 100.0 100.0

20%
Hotel
Travel Destination
52.7%
20.8%
Transportation Agency
Retaurant
Travel Agency

3.8%
2.7%

Figure7: Company Industry of Respondents

48
 4.1.7. Univariate Descriptive Statistics

The univariate descriptive statistics was conducted with both groups of

dependent and independent variables to check the normal distribution of all values. The
results show the sample size of 260 and there was no missing value. Table 17 shows
descriptive statistics of five independent variables.

Table 17. Univariate Descriptive Statistics of Independent Variables

Mean Std. Deviation N
DISPRE: Discrimination and Prejudice 2.7900 .79149 260
CAPROGO: Career Progression and Growth 2.9183 .87202 260
GENSTER: Gender Stereotype 2.5962 .84165 260
WORENVI: Working Environment 2.8744 .87166 260
MANAPER: Manager Perception 3.0397 .80573 260

Table 18 illustrated the descriptive statistics of two dependent variables in a

260-case sample size.

Table 18. Univariate Descriptive Statistics of Dependent Variables

Mean Std. Deviation N
EMOOD: Employee Mood 3.7872 .69038 260
EMJOPER: Employee Job Performance 3.9099 .56117 260

4.2 Multiple Regression and Path Analysis

Two multiple regressions were first carried out to test three groups of
hypotheses between five independent factors and PoMo (H1), PERFO (H2, H3); then

49
researcher applied two techniques called path analysis and bootstrapping method to prove
indirect and total effect on PERFO (H4).

4.2.1 Factors directly affecting Employee Positive Mood

From the Table 19, there are 3 variables including CAPROGO, WORKENVI
and MANAPER have p value greater than 0.05 which indicates that there is no
correlation between these independent variables and EMOOD. The given table also
shows the negative correlation between DISPRE, GENSTER and EMOOD; however,
these two independent variables only have small correlation to dependent variables.
Specifically, the most negative correlation with Employee Positive Mood belongs to
Discrimination and Prejudices (r= -.151; p<0.05), following by the Gender Stereotypes
(r= -.147, p<0.05). Those results indicate that the higher the glass ceiling level occurring
in Discrimination and Prejudices and Gender Stereotypes, the lower level of female
employee mood is.

Table 19. Pearson Correlations between IVs and EMOOD

EMOOD 1 2 3 4 5
1. DISPRE -.151* 1.000
2. CAPROGO -.053 .535** 1.000
3. GENSTER -.147* .387** .492** 1.000
4. WORKENVI -.032 .600** .604** .395** 1.000
5. MANAPER .073 .317** .546** .277** .462** 1.000
MEAN 3.7872 2.7900 2.9183 2.5962 2.8744 3.0397
SD .69038 .79149 .87202 .84165 .87166 .80573

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).
The independent variable Discrimination and Prejudices with largest β value
(-.157) and the p-values < .05 makes the strongest unique negative explanation to the

50
dependent variable Employee Positive Mood as illustrating in Table 20. Similarly,
another independent variable (namely Gender Stereotypes which makes a less
contribution has slightly lower β (equal -.116) and p-values (< .05). Besides, it is
suggested that the tolerance value for each independent variable should less than .10 and
the VIF value should below 10 to ensure there is no violation between the research model
and the multi-collinearity assumption. Hence, researchers can conclude that the model of
this study is not conflicted with assumption based on the result of below table.

Table 20. Effect Coefficients between IVs and EMOOD

Variables Unstandardized t Sig Tolerance VIF

Coefficients (B)
(Constant) 4.014 19.769 .000
DISPRE -.157 -2.247 .025 .583 1.716
CAPROGO -.005 -.068 0.946 .462 2.166
GENSTER -.116 -1.987 .048 .732 1.366
WORKENVI 0.65 .821 .412 .503 1.989
MANAPER 0.12 1.883 .061 .672 1.487

Note: Dependent Variable: EMOOD: Employee Positive Mood

-Predictors: Discrimination and Prejudices, Career Progression and Growth, Gender Stereotypes,
Work Environment and Management Perception
- ANOVA: F=3.024, Sig =.000
- Model Summary: Adjusted R Square = .038
This means that every 1-standard deviation increase in Discrimination and
Prejudices Gender Stereotypes would lead to .157 and .116 standard deviation decrease in
Employee Positive Mood respectively. Based on those results, the multiple regression
equation represented the relationship between corporate glass ceiling factors and
employee positive mood is calculated as:

EMOOD = 4.014 + -.157DISPRE + -.116GENSTER

51
 The F value equals 3.024 and Sig. < .05 from the ANOVA Test results
demonstrated the statistical significance at the confidence level of 95% of the entire
regression equation, which emphasizing the accurate prediction of the above equation to
the level of female employee positive mood. In addition, the Adjusted R Square equals
.038 suggests that corporate glass ceiling factors in terms of Discrimination and
Prejudices Gender Stereotypes could explain 3.8% of the variation in female employee
positive mood; whereas the remaining percentage of the dispersion could be
measured by other factors.

4.2.2 Factors directly affecting Employee Job Performance

Table 21. Pearson Correlations between all Variables of the Research Model

EMJOPER 1 2 3 4 5 6
EMJOPER 1.000
1. DISPRE -.177** 1.000
2. CAPROGO -.051 .535** 1.000
3. GENSTER -.170** .387** .492** 1.000
4. WORKENVI -.058 .600** .604** .395** 1.000
5. MANAPER -.006 .317** .546** .277** .462** 1.000
6. EMOOD .567** -.151* -.053 -.147* -.032 .073 1.000
MEAN 3.9099 2.7900 2.9183 2.5962 2.8744 3.0397 3.7872
SD .56117 .79149 .87202 .84165 .87166 .80573 .69038
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

From the Table 21, there are 3 variables including CAPROGO, WORKENVI
and MANAPER have p value greater 0.05 which indicates that there is no correlation
between these independent variables and EMJOPER. The given table also shows the
negative correlation between DISPRE, GENSTER and EMJOPER; however, these two
independent variables only have small correlation to dependent variables. Specifically,

52
the most negative correlation with Employee Positive Mood belongs to Discrimination
and Prejudices (r= -.177; p<0.05), following by the Gender Stereotypes (r= -.170,
p<0.05). On the other hand, EMOOD have positive correlation with EMJOPER with r=
.567 and p<0.05. Those results emphasize that the higher levels of glass ceiling existing
in Discrimination and Prejudices and Gender Stereotypes are correlated with lower level
of job performance of female executives while higher level of employee mood would
lead to higher level of female employees performance.

Table 22. Effect Coefficients between IVs, EMOOD and EMJOPER

Variables Unstandardized t Sig Tolerance VIF

Coefficients (B)
(Constant) 2.482 11.249 .000 .571 1.750
DISPRE -.078 -1.628 .105 .462 2.166
CAPROGO .057 1.174 .241 .721 1.388
GENSTER -.059 -1.468 .143 .501 1.994
WORKENVI .019 .408 .684 .663 1.508
MANAPER -.034 -.775 .439 .944 1.060
EMOOD .444 10.370 .000 .571 1.750

Note: Dependent Variable: EMJOPER: Employee Job Performance

-Predictors: Discrimination and Prejudices, Career Progression and Growth, Gender Stereotypes,
Work Environment, Management Perception and Employee Positive Mood
- ANOVA: F=21.523, Sig =.000
- Model Summary: Adjusted R Square = .322

The independent variable Employee Positive Mood with largest β value (.444)
and the p-values < .05 makes the strongest unique negative explanation to the dependent
variable Employee Job Performance as illustrating in Table 20. The other independent
variable (namely Discrimination and Prejudices, Career Progression and Growth, Gender
Stereotypes, Work Environment, Management Perception), with p-values > .05, indicates

53
that the glass ceiling effects do not affect directly the employee job performance.
Besides, it is suggested that the tolerance value for each independent variable should less
than .10 and the VIF value should below 10 to ensure there is no violation between the
research model and the multi-collinearity assumption. Hence, researchers can conclude
that the studied model is not conflicted with assumption based on the result of Table 22.

The results show that every 1-standard deviation increase in Employee

Positive Mood would lead to the increase in the level of Employee Job Performance by
.444 standard deviation unit. Based on those results, the relationship between corporate
glass ceiling factors and employee positive mood can be illustrated by the following
regression equation: EMJOPER = 2.482 + 0.444 EMOOD.

The F value equals 21.523 and Sig. < .05 from the ANOVA Test results
demonstrated the statistical significance at the confidence level of 95% of the entire
regression equation, which emphasizing the accurate prediction of the above equation to
the level of job performance. In addition, the Adjusted R Square equals .322 suggests
that employee positive mood could explain 33.2% of the variation in female employee
job performance; whereas the remaining percentage of the dispersion could be
measured by other factors.

4.2.3 Path Diagram of Employee Job Performance

From two stages of multiple regressions above, two independent variables

were found to significantly affect EMOOD; EMOOD was proven to directly affect
EMJOPER as well (B=.444). The findings were summarized in Figure 8.

54
 Figure8: Path coefficients of hypothesis testing

4.2.4 Indirect Effects on Employee Job Performance

Research of Preacher and Hayes (2008) suggested that taking the product of
coefficients of the IVs on the mediation variable and those of mediation variable on the
DV will give the indirect impact of an independent variable on another dependent one
with the mediating role of a third variable. In this case, EMOOD is the mediation
variable, which directly affected EMJOPER, so two factors named DISPRE and
GENSTER had direct effect on EMOOD also had an indirect effect on EMJOPER. The
indirect effect is calculated as below:

DISPRE EMOOD EMJOPER

-.157 * .444 = -.069
GENSTER EMOOD EMJOPER
-.116 * .444 = -.052
Therefore, two explanatory factors DISPRE and GENSTER could be stated to
indirectly affect EMJOPER through the mediating role of EMOOD at -.069 and -.052
respectively.

4.2.5 Total Causal Effects on Employee Job Performance.

To confirm these indirect effects are significant, researchers will apply the
Bootstrapping method. The method is to see whether between the lower (LLCI) and

55
upper (ULCI) boundary is the existence of 0. The indirect effects is said to be
insignificant or no effect exists if there is a zero falls between this interval, on the
contrary, the existence of indirect effect can be confirmed (Preacher and Hayes, 2008).

Table 23. Direct, Indirect and Total Causal Effects on EMJOPER

Causal Effects
Variables LLCI ULCI
Direct Indirect Total
1. DISPRE --- -.069 -.069 -.1223 -.0185
2. GENSTER --- -.052 -.052 -.0955 -.0092
3. EMOOD .444 --- .444
Total .444 -.121 .323

According to Table 23, all values in two columns LLCI and ULCI are
negative, which means no 0 (zero) lies between them; therefore, the indirect effects of
DISPRE and GENSTER were confirmed at 95% confidence interval. Total effect of the
model was 0.323 and the indirect effect was -.121, which accounted for 37.46%.

56
 CHAPTER V:

DISCUSSION AND RECOMMENDATIONS

5.1 Discussion of findings

5.1.1 Relationships between Independent Variables and Employee Positive

Mood

H 1.1: Management Perception negatively and directly affects Employee Positive Mood.
H 1.2: Gender Stereotypes negatively and directly affects Employee Positive Mood.
H 1.3: Career Progression and Growth negatively and directly affects Employee Positive
Mood.
H 1.4: Organizational Support negatively and directly affects Employee Positive Mood.
H 1.5: Work Environment negatively and directly affects Employee Positive Mood.
H 1.6: Discrimination and Prejudices negatively and directly affects Employee Positive
Mood.
In order to answer the first research question: “To what extent do the
corporation glass ceiling factors affect the mood of female employees with their
organization?”, the group of hypotheses H1.1, H1.2, H1.3, H1.4, H1.5 and H1.6 was
established. The first multiple regression performance gave coefficients between
DISPRE, GENSTER and EMOOD as B= -.157, Sig=.025; B= - .116, Sig=.048
respectively. Only hypotheses H1.2 and H1.6 were supported with significant effects of
two independent factors on EMOOD. The higher level of discrimination and gender
stereotypes within the organization, the lower level of employee positive mood would be.

57
 The “Discrimination and Prejudices with the highest Beta value of -.157 is
the most significant factor which has the negative effect on the level of employee positive
mood. Because when employees feel that they are being discriminated, their emotions
will be affected. Lower positive mood, as a consequence, will lead to a huge number of
negative work outcomes such as lower job satisfaction, lower employee effort and
performance.

The second factor with β equals -.116 had a relative strong and significant
impact on the level of employee positive mood is “Gender Stereotypes”. As Cottrell and
Neuberg (2005) have shown, stereotypes that signal a threat are likely to elicit strong
negative emotions such as disgust, fear, and anger. These emotions would certainly
overwhelm any positive affect caused by using stereotypes to perform a social judgment
task.

The remaining factors – “Career Progression and Growth”, “Management

Perception” and “Work Environment” do not affect the level of employee positive mood
the current context. However, the influences of these factors in other environment need to
be investigated in further research.

5.1.2 Relationships between Employee Positive Mood and Employee Job

Performance

H 3: Employee Positive Mood positively and directly affects Employee Job Performance

The hypothesis H3 provides the answer for the second research question: “To
what extent does employee positive mood directly affect job performance?” From the
second multiple regression performance, EMOOD was found to have a significant
positive effect on EMJOPER (B=.444, Sig=.000). It is sufficient to support H2.4,
claiming that the level of female employees‟ positive mood does impact their

58
performance. The higher this level reaches the better work outcomes the female
employees perform.

This finding is consistent with other research (Pervez, 2010 and Liu, 2016)
which indicating the significant relationship between Employee Positive Mood and Job
Performance. In other words, positive employee will have better performance. A study of
Tsai et al., 2007 also supported this result. According to this study, employees in more
positive moods may perform better through higher self-efficacy and task persistence.
Therefore, managers who hope to increase employee task performance could take actions
to enhance employee positive moods.

5.1.3 Direct and indirect relationships between independent variables and

Employee Job Performance

H 2.1: Management Perception negatively and directly affects Employee Job

Performance.
H 2.2: Gender Stereotypes negatively and directly affects Employee Job Performance.
H 2.3: Career Progression and Growth negatively and directly affects Employee Job
Performance.
H 2.4: Organizational Support negatively and directly affects Employee Job
Performance.
H 2.5: Work Environment negatively and directly affects Employee Job Performance.
H 2.6: Discrimination and Prejudices negatively and directly affects Employee Job
Performance.
H 4.1: The effect of Management Perception on Employee Job Performance is mediated
by Employee Positive Mood.
H 4.2: The effect of Gender Stereotypes on Employee Job Performance is mediated by
Employee Positive Mood.

59
H 4.3: The effect of Career Progression and Growth on Employee Job Performance is
mediated by Employee Positive Mood.
H 4.4: The effect of Organizational Support on Employee Job Performance is mediated
by Employee Positive Mood.
H 4.5: The effect of Work Environment on Employee Job Performance is mediated by
Employee Positive Mood.
H 4.6: The effect of Discrimination and Prejudices on Employee Job Performance is
mediated by Employee Positive Mood.
The second research question is partly answered through the group of sub-
hypotheses H2.1, H2.2, H.2.3, H2.4, H2.5 and H2.6, which aimed at analyzing whether
corporate glass ceiling factors indirectly affect employee job performance. The second
multiple regression performance showed that these independent variables had no
coefficients on EMJOPER (all Sig >.05). Therefore H2.1, H2.2, H.2.3, H2.4, H2.5 and
H2.6 were all rejected, indicating that EMJOPER was not directly influenced by these
factors.

For the final group of hypotheses H4.1, H4.2, H.4.3, H4.4, H4.5 and H4.6, the
indirect effects of these independent variables on EMJOPER through the mediation of
EMOOD were tested by Path analysis and Bootstrapping method. The results show that
only H4.2 and H4.6 were supported which indicates the indirect effects of Discrimination
and Prejudices and Gender Stereotypes on Employee Job Performance. The indirect
impacts of GENSTER and DISPRE on EMJOPER were (-.069) and (-.052) respectively,
which made the total causal effects on EMJOPER equal (-.069) and (-.052) respectively.
Furthermore, the bootstrapping method proves the validity of these indirect effects.
Hence, the fourth group of hypotheses was partly supported, proving DISPRE and
GENSTER did have negative indirect impact on EMJOPER through EMOOD.

These results are consistent with the previous studies (Cornejo, 2007;
Gberevbie et al., 2014 and Khan et al., 2012) about the significant relationship between

60
glass ceiling and employee performance, especially the gender discrimination. However,
in Gberevbie et al.‟s study, gender discrimination directly affects the performance
whereas in this research, the discrimination has indirect effect on job performance
through mediation of employee positive mood. In terms of indirect relationship, the result
is consistent with Cornejo‟ study in which job performance are affected indirectly by
gender discrimination through the mediation role of motivation. This study has
contributed one more factor affects employee performance as previous studies have not
shown the direct and indirect relationship between gender stereotypes and employee
performance. This result highlighted the meaningful mediation of employee positive
mood in linking glass ceiling and job performance.

The hypotheses that management perception, career progression and growth,

work environment and organizational support has a causal influence on employee job
performance, and that this influence is mediated by positive mood have been
disconfirmed. However, these hypotheses are believed to be confirmed by further
investigation using a better measurement scale for glass ceiling factor, as well as more
representatives sample.

5.2 Recommendations

5.2.1 Recommendation for women

Human beings are all equal and deserve equal rights. Therefore, instead of
over-focusing on the gender barriers, women should enhance their confidence by
believing in themselves and understand their own needs, abilities, desires, etc. To unlock
their potential to pursuit their goals, it is crucial to increase the women‟s awareness of
their strengths and weaknesses.

Improving women‟s leadership skills, knowledge, abilities and giving women

guidance to prove their capability is neccesary to prepare for the career advancement

61
opportunities. Time management skills are also needed to be improved to achieve the
work-life balance and receive more chances to succeed. Women can study the profiles
and tactics of leaders who succeed in integrating both family and career and model their
efforts.

We also can look for and create opportunities such as mentoring and training
to help them improve their skills, build confidence, achieve career goals and make
unconstrained choices and opportunities.

Women and men possess unconscious gender biases. Instead of denying them,
bring them to light and openly discuss how to minimize them in the workplace. Examine
how job descriptions or the selection of candidates to be interviewed for an open position
might be contributing to gender bias.

While men usually dream big, women tend to have more modest goals.
Women should be encouraged to express ambition. Everyone should stretch their
imaginations about the role of women in the workplace, and females should be
empowered to strive for executive leadership roles.

Busy women, who often have caretaking responsibilities in addition to

careers, tend to avoid after-hours networking events. Networking events should be
prioritized in order to foster personal growth. Set a goal to make 10 new connections.
Confidence helps women overcome stereotypes that hold them back. Humor enables
them to stay positive and rise above discouraging situations.

5.2.2 Recommendation for organizations in tourism industry

The interests of abolishing the glass ceiling should be recognized by

organizations to help them find innovative way to change their organizational culture to
create an unbiased and indiscriminatory environment. Some programs aimed at raising

62
employees‟ awareness of gender inequalities and glass ceiling issues should also be
provided by the organizations.

Organizations can create learning and development opportunities and make

them equally available to both men and women to help female employees have equal
chance to compete, grow confidence and develop competency. This should include
opportunities for career advancement, joining professional associations, networking or
going on special assignments. The company‟s policy should develop recruitment and
selection processes that encompass women for home-based and international
assignments.

Companies also can have some company outings where networking, resource
sharing, and important company information exchange can occur based on activities in
which both men and women want to participate.

Organizations should go beyond masculine stereotypes when attracting

individuals for certain positions. In addition, recruitment processes should be evaluated to
identify possible constraints to women’s career advancement;

Organizations should develop mechanisms to address gender imbalances and

discrimination and promote equality at all times in terms of hiring, training, pay,
promotion and so on. Some of the best strategies to achieve these are through Affirmative
Action, the quota system, which enables allocating a certain number of positions to
women, ensuring equal representation of women in management and leadership
positions, and developing policies which guarantee equal treatment for both women and
men;

The Human Resources department should take proactive action to break the
glass ceiling phenomenon. This can be done by, re-examining organizational culture; re-
evaluating workplace policies and practices; establishing and leading change

63
management programs; ensuring regular staff development; guaranteeing support for
women in career development; and assigning mentors for staff. Human resource policies
should cover and guarantee elimination of any form of stereotypes and discrimination.
Such policies should be discussed with employees on a regular basis.

Besides, organizations can also establish support mechanisms or structures

that are clear and helpful to all employees such as coaching, mentorship programs and
counseling to assist employees who experience difficulties in dealing with work and
family pressures, financial matters, personal issues, and so on;

5.3 Limitations and Implications for future research

Firstly, this study is limited by its sample size which could be expanded by
including women from other industries in HCMC or female employees in tourism
industry from the other regions in Vietnam (such North and Central) instead of only
HCMC. Furthermore, the sample is conducted in one country only which might lead to
some differences if it is drawn in different context.

Secondly, researcher adapted and modified questionnaire from the literature

review, which might affect the desired effects on both EMOOD and EMJOPER.
Furthermore, the p-value of GENSTER coefficient on EMOOD nearly reached
insignificant level (p=.048). In addition, the research contains a lot of constructs that
requires a lot of items in survey which makes the survey become long. As a result, the
respondents feel hesitated or not carefully do the survey which might affect the result of
the research. Besides, the number of items in measurement scale deleted from EFA stage
is large as well as some constructs are quite abstract which make the respondents find
difficulty in fully understand and give the correct answer. Future research can pay
attention to investigate more aspects of glass ceiling factors by applying both quantitative
and qualitative method to measure independent variables. These measurement items are
suggested to be in a short and understandable manner.

64
 Thirdly, the measurement scale for glass ceiling factors is adapted mostly
from the study of Khuong and Lan Chi (2017) conducted in organizations in HCMC
generally which might affect the result due to the differences in the context of study
because it does not fully reflect the existence of glass ceiling in tourism sector. Moreover,
because this study is conducted in the tourism industry, other barriers might overtaken
glass ceiling to affect employee outcome, which might affect the result of study because
the respondents focus on those factors rather than the existence of glass ceiling.

Lastly, there might be a high possibility that the reponses are affected by
gender or as the target population of the survey or a possibility of biased perspectives due
to one single gender. In addition, the overall population might not be represented by the
sample. Due to the difference in level of sensitivity between different women to the glass
ceiling, some biased results might be generated. Hence, researches with target diverse in
gender are necessary to make the study become more valid and credible and the findings
can be represented to a larger population.

5.4 Conclusion

In conclusion, all the initial goals of this research are ahieved and give four
research questions have been answered. In order to study the effects glass ceiling on
employee performance, six independent variables were used, with the mediating role of
employee mood. The researcher could observe the barriers female employees in HCM
tourism industry might face, which in turn affects their emotions and performance.

The supported hypotheses indicate the direct effects of discrimination and

prejudices and gender stereotypes on employee mood; the direct effect of employee
emotions on their job performance as well as the indirect effects of these glass ceiling
factors on employee job performance mediated by employee mood were claimed.
Employee mood has the highest total effect on job performance, followed by
discrimination and prejudices and gender stereotypes.

65
 The findings help research to propose solutions to improve the current issues
of tourism industry, which in particular enhance employee positive mood and their
performance through two factors: discrimination and prejudices and gender stereotypes.

Although in various studies, experts have studied on women employees in

different professions, the impacts of glass ceiling on organizational outcomes in Vietnam
have not been evaluated in many researches. This is still gap in the field of business
management in the country. However, future research conducted in this field is expected
to develop questionnaires more completely and the sample size should be larger. The
major problem of this study is to involve more relevant respondents in the research.
When survey was delivered, many respondents refused to participate. This issue and
other problems have become the limitations of this study. While there is higher
participation of respondents in this study, the higher considerable of the results in data
analysis and the higher valuable of this research‟s contribution could be. For researchers
who are interested in further investigating the glass ceiling and its influence in
corporations, this will be an opportunity for them; however, this area require more
empirical research to provide more empirical evidence supported the findings.

66
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 APPENDIX A

SURVEY ON EFFECTS OF GLASS CEILING FACTORS

ON FEMALE EMPLOYEES’ PERFORMANCE
---o0o---

1. What is your employment status?

Employees
Low-Level Manager
Middle-Level Manager

2. During working, how do you evaluate the following judgments:

Please check in the appropriate box on the right column.

(1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 = strongly agree)

Employee Performance 1 2 3 4 5
I can handle many tasks at a same time……………………………………
………………………………………………………..
I guarantee the standard of service…………………………………………
My colleagues always ask for my advices and follow whenever they get
problems……………………………………………………....……….…...
I am able to answer and explain clearly customers' questions ………….…
……….…..
I can co-ordinate well with other departments……………………………..
I am willing to satisfy customers…………………………………………..
I am trying to be helpful to everyone………………………………………
I am trying to maintain good relationships with customers after the
services…………………………………………………………..………...
I know all hotel's(restaurant) products and hotel's(restaurant)…………….
I am willing to break the rules to satisfy customers……………………….
In general, my performance is good……………………………………….
Employee Positive Mood 1 2 3 4 5
When working with my boss, I feel cheerful………………………………
When working with my boss, I feel delighted….………………………….
When working with my boss, I feel inspired……………………………….

72
When working with my boss, I feel relaxed……………………………...
When working with my boss, I feel joyful………………………………..
When working with my boss, I feel happy………………………………...

3. How do you evaluate the following opinions about the corporate glass ceiling
factors:

Please check in the appropriate box on the right column.

(1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 = strongly agree)

Gender Stereotypes
Women have lower professional capabilities and career commitment
than men.…….…………………………………………………...
Women tend to lose their time and interest in their jobs because they
place family demands above work consideration.……………….
Women are supposed to work for supplemental income and hence lack
the essential motivation to work and succeed in organization………
It is more difficult to assign tasks to go outstation or overseas for
women than men.……………………………………………………
Women are associated with aide-related roles such as assistant, attendant
and secretary.………………………………………………………..
It is more difficult for women than men to work independently at work...
Women are weaker, less competitive and adaptable to harsh
environments………………………………………………………..
Management Perception
I faced against discrimination when coming to top management
positions……………………………………………………………..
I was questioned about professional capabilities, inviting me in turn to
work harder in order to prove my credentials and commitment…….
I feel the need to prove my ability repeatedly and over-perform in order
to counter negative assumptions……………………………………..
When I adopt the predominant management style, I am frequently
labeled as „bossy‟ and „pushy,‟ whereas men using the same
behaviors are labeled „leaders‟………………………………………
As a woman, I am supposed to be submissive or feminine and do what is
told and should not compete for leadership roles…..……………….
Women are less effective than men at action-oriented or perform “take-
charge” leader behaviors…………..……………………..…………

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Career Progression and Growth
When I promote myself, I am seen as violating modesty and therefore
less hirable…………………………………..………………………
I think that I have to be more accomplished and “pushy” in my work
than men in order to be promoted.…………………………….…….
I do not receive the development opportunities necessary for career
advancement…………………………………………..……………
Women have fewer opportunities compared to men for getting recruited
at work………………………………………………………………
Women are less likely to be promoted and receive training than men….
Women are often lack of management or line experience……………….
Organizational Support
I do not receive enough organizational support in order to manage my
professional work and my domestic responsibilities.……………..….
I think men receive more organizational support and trust than women…
If I experience difficulty at work, I rarely have somebody or somewhere
to resort to………………………...………………………………..…
The organization shows very little concerns when I need a special favor
because of my gender………………………………….…………….
Colleagues, Superiors and Subordinates of the opposite seem to be
uncomfortable working with me because of my gender……….……
Lack of childcare initiatives, flexible time schedules, and parental leaves
of employee leads to the difficulty for women to manage work-life
balance better and progress into upper –level positions.…………….
I would have preferred to receive more support and trust at work.……...
Work Environment
I receive more unfair judgments of my work performance than men.…
Negative perceptions and stereotypes about my professional capabilities
constitute barriers to my advancement.……………………………
Negative perceptions and stereotypes about my commitment constitute
barriers to my advancement…….…………………………………..
Despite performing the same tasks as men, I received lower wage.……
The existence of informal male networks, sometimes referred to as „old
boy networks,‟ also tends to exclude women from top positions.……
Discrimination and Prejudices
I often feel under-utilized and devalued…………………………………
My ideas are frequently discounted or ignored……………………….…

74
 I am not only excluded from informal networks, but also from important
meetings where decisions are made………………….……………….
I tend to be given lower level projects with less visibility….……………
I sometime feel that I was refused to a position required strength, speed
or physical appearance……………………………………………….
My male peers say that as a woman, I should be quieter than men and
not meant to speak out………………..……………………………..
The way I have been addressed at work by management and superiors
has been influenced by negative attitudes towards me because I am a
woman.………………………………………………………………

PERSONAL INFORMATION

1. Marital Status Single Married

2. Your Age Group:

From 18 to 25 From 35 to 45 Above 55

From 25 to 35 From 45 to 55

3. Your total working years

Below 1 year 4 to 7 years Above 10 years

1 to 4 year 7 to 10 years

4. Your level of education:

High school College Post University

Vocational School University

5. Your Company Industry:

Hotels Transportation Agency Travel Agency

Travel Destination Restaurant

75
 APPENDIX B

KHẢO SÁT CÁC YẾU TỐ RÀO CẢN ĐỐI VỚI HIỆU SUẤT
CÔNG VIỆC CỦA NỮ NHÂN VIÊN NGÀNH DU LỊCH
---o0o---

1. Vị trí công việc của chị là gì?

Nhân viên
Quản lý cấp thấp (trưởng ca, tổ trưởng, giám sát, v.v)
Quản lý cấp trung (trưởng/phó các bộ phận/phòng)

2. Chị khẳng định thế nào về các yếu tố sau đây đối với công việc và đối công tycủa
mình? Xin vui lòng đánh dấu một ô trống phù hợp ở cột bên phải.

(1 = rất không đồng ý, 2 = không đồng ý, 3 = trung lập, 4 = đồng ý, 5 = rất đồng ý).

HIỆU SUẤT CÔNG VIỆC 1 2 3 4 5

Tôi có thể đảm nhận nhiều việc cùng lúc………………………………..
Tôi đảm bảo dịch vụ của mình luôn đúng tiêu chuẩn đề ra ……………
………………………………………………………..
Khi gặp vấn đề, đồng nghiệp luôn hỏi ý kiến và làm theo hướng dẫn của
tôi…. ....……….…..................................................................................
Tôi có khả năng giải thích và trả lời rõ ràng các yêu cầu và câu hỏi của
khách… ……….………………………………………………………...
Tôi phối hợp tốt với các bộ phận khác .…………………………………
Tôi bỏ ra nhiều công sức hơn để làm hài lòng khách hàng ……………..
Tôi cố gắng để trở nên hữu ích với tất cả mọi người ……………………
Tôi duy trì mối quan hệ tốt với khách ngay cả sau khi họ sử dụng dịch
vụ/sản phẩm ……………………………………………………………...
Tôi nắm rõ tất cả những gì liên quan đến sản phẩm/dịch vụ của công ty..
Tôi sẵn sàng phá lệ để làm hài lòng khách hàng ……………………….
Nhìn chung, hiệu quả công việc của tôi là tốt …………………………..
TÂM TRạNG TRONG CÔNG VIệC 1 2 3 4 5
Khi làm việc, tôi cảm thấy phấn khởi ……………………………………

76
Khi làm việc, tôi cảm thấy thoải mái …………………………………….
Khi làm việc, tôi cảm thấy hứng thú …………………………………….
Khi làm việc, tôi cảm thấy thư giãn ……………………………………...
Khi làm việc, tôi cảm thấy vui vẻ ………………………………………..
Khi làm việc, tôi cảm thấy hạnh phúc …………………………………...

3. Chị khẳng định như thế nào về các yêu tố rào cản sau đây trong công ty của
anh/chị?
(1 = rất không đồng ý, 2 = không đồng ý, 3 = trung lập, 4 = đồng ý, 5 = rất đồng ý).

ĐỊNH KIẾN VỀ GIỚI TÍNH

Phụ nữ có năng lực chuyên môn và gắn kết sự nghiệp thấp hơn hơn nam
giới…….……………………………………………………………...
Phụ nữ có khuynh hướng dành ít thời gian và sự quan tâm đến công việc
hơn vì họ đặt gia đình lên trên công việc…………………………….
Thu nhập của phụ nữ từ công việc là thu nhập bổ sung, không chính yếu,
vì vậy họ thiếu động lực để làm việc và thành công…………………
Việc phân công tác ra nước ngoài hay ngoại tỉnh đối với phụ nữ khó
khăn hơn nam giới……………………………………………………
Phụ nữ nên làm những việc nhẹ nhàng với vai trò hỗ trợ như trợ lý, tiếp
viên và thư ký………………………………………………………..
Phụ nữ gặp khó khăn hơn nam giới khi làm việc độc lập………………
Phụ nữ yếu hơn, ít cạnh tranh, kém thích nghi với môi trường khắc
nghiệt………………………………………………………………..
QUAN NIỆM VỀ QUẢN LÝ
Tôi phải đối mặt với sự phân biệt đối xử khi tiếp nhận vị trí quản lý cao
Tôi bị nghi ngờ về năng lực chuyên môn, điều này đòi hỏi tôi phải làm
việc chăm chỉ hơn để chứng minh khả năng và sự tận tâm của tôi
Tôi cảm thấy mình cần phải liên tục chứng minh năng lực và biểu hiện
vượt mức yêu cầu để phản hồi các định kiến tiêu cực……………..
Khi tôi áp dụng phong cách quản lý cứng rắn, tôi thường xuyên bị đánh
giá là "hách dịch" và "tự đề cao", trong khi những người đồng
nghiệp nam sử dụng những hành vi tương tự được đánh giá “lãnh
đạo”……………………………………………………………
Vì là phụ nữ, tôi được đề nghị là nên nữ tính và chỉ làm những gì được
yêu cầu và không nên cạnh tranh cho vai trò lãnh đạo……………….
Phụ nữ làm việc kém hiệu quả hơn nam giới trong việc triển khai thực
hiện hoặc thể hiện cương vị lạnh đạo……………………..…………

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PHÁT TRIỂN SỰ NGHIỆP
Khi tôi đề cử bản thân cho vị trí cao hơn, tôi bị đánh giá là thiếu khiêm
tốn và do đó khả năng được lựa chọn thấp hơn………………………
Tôi nghĩ rằng tôi phải được nhiều thành tích trong công việc hơn nam
đồng nghiệp để được thăng chức……………………………….…….
Với vai trò là một người phụ nữ, tôi phải đạt được nhiều thành tích hơn
và luôn phải "tự khẳng định" để có thể được thăng chức……………
Phụ nữ có ít cơ hội được tuyển dụng làm việc hơn so với nam giới……
Phụ nữ ít có khả năng được thăng chức và được đào tạo so với nam giới
Phụ nữ thường ít được hỗ trợ kinh nghiệm quản lý hoặc kinh nghiệm
chuyên môn………………………………………………………….
SỰ HỖ TRỢ CỦA CÔNG TY
Tôi không nhận được đầy đủ sự hỗ trợ của công ty để quản lý đồng thời
công việc chuyên môn và trách nhiệm với gia đình của mình……….
Tôi nghĩ rằng nam giới nhận được nhiều hỗ trợ từ công ty hơn và được
tin cậy hơn so với phụ nữ……………………………………………
Nếu tôi gặp khó khăn trong công việc, tôi hầu như không có nơi nào để
đi hoặc có người nào đó để chia sẻ………………………………..…
Công ty rất ít quan tâm đến những yêu cầu đặc biệt của tôi…………….
Đồng nghiệp, cấp trên và cấp dưới của tôi là nam dường như cảm thấy
không thoải mái khi làm việc chung với tôi bởi vì tôi là phụ nữ……
Tôi nghĩ rằng công ty thiếu những chính sách chăm sóc trẻ em, thơi gian
làm việc linh hoạt, nghỉ thai sản phù hợp để giúp nhân viên cân bằng
giữa gia đình và công việc cũng như thăng tiến trong sự nghiệp dễ
dàng hơn…………………………………………………………….
Tôi hy vọng rằng mình sẽ nhận được nhiều sự hỗ trợ và tin cậy hơn từ
phía công ty hơn……………………………………………………
MÔI TRƯỜNG LÀM VIỆC
Tôi nhận được đánh giá kém công bằng hơn về hiệu suất công việc so
với nam giới…………………………………………………………
Những quan điểm tiêu cực về năng lực chuyên môn tạo thành rào cản
đối với sự thăng tiến của tôi…..……………………………………
Những quan điểm tiêu cực về sự tận tâm tạo thành rào cản đối với sự
thăng tiến của tôi…………………………………………………..
Mặc dù thực hiện các công việc như nam giới, tôi nhận được mức lương
thấp hơn………………………………………………………………
Sự tồn tại các mối quan hệ không chính thức của các đồng nghiệp nam
trong công ty có xu hướng loại trừ phụ nữ khỏi các vị trí quản lý cấp

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 cao…………………………………………………………………..
ĐỊNH KIẾN VÀ PHÂN BIỆT ĐỐI XỬ
Tôi thường cảm thấy bị đánh giá thấp trong công việc…………………
Ý kiến của tôi thường xuyên bị đánh giá thấp hoặc bị phớt lờ bỏ qua…
Tôi không chỉ bị hạn chế trong giao thiệp thông thường mà còn bị loại
khỏi các cuộc họp đưa ra các quyết định quan trọng……………….
Tôi thường được giao các dự án cấp thấp với quy mô nhỏ .……………
Đôi khi tôi cảm thấy tôi bị từ chối cho một vị trí nào đó yêu cầu về phản
xạ, tốc độ hoặc ngoại hình………………………………………….
Các đồng nghiệp nam của tôi nói rằng đã là phụ nữ thì nên kiệm lời hơn
nam giới và không cần lên tiếng nhiều……………………………..
Thái độ đối xử của Ban Quản lý và Cấp trên dành cho tôi bị ảnh hưởng
tiêu cực vì tôi là một người phụ nữ…………………………………

PHầN THÔNG TIN CÁ NHÂN

1. Tình trạng hôn nhân: Độc thân Có gia đình

2. Độ tuổi của chị:

Từ 18-25 tuổi Từ 35-45 tuổi Từ 55 tuổi trở lên

Từ 25-35 tuổi Từ 35-45 tuổi

3. Thâm niên làm việc của chị:

Dưới 1 năm Từ 4 – 7 năm Trên 10 năm

Từ 1 – 4 năm Từ 7 – 10 năm

4. Trình độ học vấn của chị:

THPT Cao đẳng Sau đại học

Trung cấp nghề Đại học

5. Công ty của chị thuộc lĩnh vực:

Khách sạn Công ty vận tải du lịch Công ty lữ hành
Khu/Điểm du lịch Nhà hàng

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