Title: Project ENHANCE: Enhancing the Participation of Women Scientists and Engineers in the Chemical Indus
1Project ENHANCE Enhancing the Participation
of Women Scientists and Engineers in the Chemical
Industry Introduction and Overview
- Ruth E. Fassinger, Ph.D.
- Project ENHANCE Team
- University of Maryland
- Supported by the National Science Foundation
- Program in Research on Gender in Science
- and Engineering HRD0228007
2Why study women in industrial chemistry?Need for
the Project
- Women and minorities represent greatest increases
in U.S. workforce participation but
under-represented in science and engineering
(SE) fields - Women are 47 of college-degreed workforce but
only 24 of SE workforce (of which only 1/5
ethnic minority women) - Chemical industry is leading employer of
scientists and engineers in the U.S., but women
also under-represented and disadvantaged in
industrial settings, particularly at upper levels - Women only 4 upper management in top U.S.
chemical companies - Most research on women in SE fields focused on
academe very little known about experiences of
SE-trained women working in industry
3Project Goals
- Investigate the career experiences of women
formally trained in science and engineering
working in the chemical industry (from point of
view of both women and management) - Identify factors that impede or facilitate career
success - Identify corporate practices that contribute to
positive industrial workplaces for women
scientists and engineers
4Project Personnel
- Principal Investigators were
- Ruth Fassinger, Psychologist, professor with
expertise in vocational psychology of women - Judith Giordan, Chemist, consultant, former
executive in several major chemical and consumer
products companies - Sandra Greer, Chemist, professor in academic
chemistry - Research team composed of nine doctoral students
in psychology at University of Maryland - Advisory Board of experienced leaders in
industrial chemistry provided consultation and
feedback throughout the project - ACC assisted with company access WCC, AWIS,
AIChE assisted with participant recruitment
5Project Methods
- Used mixed-method approach
- Quantitative Web-based surveys
- Qualitative In-depth telephone interviews
- Used sampling procedures common in social
sciences - Voluntary, confidential participation
- Appropriate sample sizes
- Used social science measurement approaches
- Rating scales, listing, open-ended questions,
yes/no responses, narratives - Valid and reliable measures
- Used analysis procedures common in social
sciences - Tested for differences (e.g., diverse
populations) - Tested for relationships
- Predicted outcomes using combinations of
variables - Statistically significant results reported,
error/uncertainty addressed, most conservative
significance levels used - Coded narrative data, identified themes and
patterns
6Project Components
- Management
- Quantitative web-based survey of male and female
managers perceptions of womens experiences - In-depth interviews with selected managers
- Women
- Quantitative web-based survey of womens
self-reported experiences - In-depth interviews with selected women
- Compilation and dissemination of best practices
7Womens Study
- Quantitative Study
- Extensive web-based survey of 1725 women from 25
Fortune 1000 U.S.-based chemical companies (15
formally participated) - Emphasis on womens personal experiences in
workplace - Survey included variables important in vocational
psychology of women - Job satisfaction
- Workplace climate
- Interpersonal and company support
- Mentoring
- Self-efficacy/confidence
- Career success and advancement
- Stress and coping
- Work-home interface
- Workplace initiatives to support women
8Womens Study (cont.)
- Qualitative Study
- 26 telephone follow-up interviews with selected
sub-sample of women who completed survey - Emphasis on personal experiences in the workplace
- Questions covered current position, career path,
challenges encountered, facilitative factors
experienced, current workplace climate, sources
of professional support, home-work interface,
aspirations and advancement, and ideas for
workplace/industry improvements -
9Demographics of Survey Sample (Women)
- Total N 1725
- Age range 21-65
- Race/Ethnicity
- African American/Black 5.2
- Arab/Middle Eastern American 0.5
- Asian American/Pacific Islander 6.2
- Caucasian/European American 82.5
- Hispanic/Latina 3.5
- Native American/American Indian 0.1
- Multiracial 0.8
- Other and Unknown 1.2
- Documented disability 1.5
- Sexual minority 3.1
- Education
- BA/BS 54.7
- MA/MS/MBA 27.8
- PhD/PostDoc 15.4
- Other 2.2
- Dependent children
10Demographics of Survey Sample (Women)
- Functional area
- Technology 47.1
- Manufacturing 19.2
- EHS 8.6
- Other 8.6
- Genl Mgmnt w/o PL 3.7
- Sales 3.3
- Marketing 2.7
- Genl Mgmnt w/ PL 2.4
- Purchasing 1.3
- Commercial Dev 1
- Legal .7
- Finance .6
- HR .5
- Govt Rels .2
- Salary
-
- 51k-100k 67
11Demographics of Survey Sample (Women)
- Number of Supervisees
- None 63
- 1-10 26.8
- 11-50 7
- 51-100 1.7
- 100 1.6
12Management Study
- Quantitative Study
- Extensive web-based survey of 264 male and female
managers from 25 Fortune 1000 U.S.-based chemical
companies (15 formally participated) were VP or
Director level and above - Emphasis on perceptions regarding experiences of
female employees - Survey included same/parallel variables in
womens survey - Workplace climate
- Interpersonal and company support
- Mentoring
- Womens self-efficacy/confidence
- Womens career advancement
- Stress and coping
- Work-home interface
- Workplace initiatives to support women
13Management Study (cont.)
- Qualitative Study
- 12 telephone follow-up interviews with selected
sub-sample of male and female managers who
completed survey - Emphasis on perceptions regarding experiences of
female employees - Questions covered perceptions of challenges
encountered by female employees, facilitative
factors experienced, current workplace climate,
sources of professional support, home-work
interface, aspirations and advancement, and ideas
for workplace/industry improvement
14Demographics of Survey Sample (Managers)
- Total N 264
- Age range 31-65
- Gender
- Male 75.3
- Female 24.7
- Race/Ethnicity
- African American/Black 3.5
- Arab/Middle Eastern American
.4 - Asian American/Pacific Islander 3.1
- Caucasian/European American
90.0 - Hispanic/Latina 1.9
- Native American/American Indian .8
- Other and Unknown .4
- Documented disability .8
- Sexual minority 2.0
- Education
- BA/BS 29.2
- MA/MS/MBA 40.4
- PhD 24.9
15Demographics of Survey Sample (Managers)
- Salary
-
- 101k-200k 59.3
- 201k-350k 33.5
- 351k-500k 4.2
- 500k 1.9
- Supervisees
- Direct Reports
- None 6.8
- 1-10 68.8
- 11-50 20.2
- 51-100 1.1
- 100 3.1
- Indirect Reports
- None 11
- 1-10 19.7
- 11-50 31.1
- 51-100 13.6
16Demographics of Survey Sample (Managers)
- Functional area
- Technology 26.8
- Manufacturing 12.3
- Genl Mgmnt w/ PL 10.3
- Other 8.4
- Marketing 8.4
- Genl Mgmnt w/o PL 8.0
- HR 5.7
- Finance 4.6
- EHS 4.2
- Legal 3.4
- Sales 3.4
- Purchasing 2.3
- Govt Rels 1.1
- Commercial Dev .8
-
-
17Overview of Presentations
- All include data from women and management
- Emphasis on quantitative/survey results
(qualitative data under analysis) - Results should be seen as preliminary, more
detailed analyses in progress - Presentations cover
- Success and advancement
- Home-work interface
- Initiatives to support women (particularly
mentoring) - Will end with brief summary and implications of
results - Will take questions at end copies of slides
available as handouts - More information on Project ENHANCE website
- http//enhance.technopsychology.com
18Success and Advancement of Women in Industrial
Chemistry Stress, Support, and Satisfaction
- Vanessa Downing
- Project ENHANCE Team
19Why study the success and advancement of women in
industrial chemistry?
- Women under-represented throughout ranks of
chemical industry, particularly in managerial
roles - Women under-researched population in industry
dearth of information on how to succeed and
advance - Strong links between success and important
corporate outcomes (e.g., turnover, retention,
commitment, satisfaction) - Important to understand both womens and
managers perspectives
20Presentation Overview
- Success for women in industrial chemistry is
- linked to individual/internal factors (e.g.
- willingness to undertake tasks associated with
- advancement) and environmental/external
- factors (e.g. company support)
21Variables of Interest
- Success defined by
- Standard indicators (position, salary, number of
supervisees) - Job satisfaction
- Individual/Internal Factors
- Willingness to engage in advancement tasks
- Confidence to engage in advancement tasks
- Beliefs about career advancement
- Environmental/External Factors
- Company support
- Interpersonal support (supervisor, coworker)
- Workplace climate
- Mentoring (extent and adequacy)
22Measuring Variables of Interest
- Standard Indicators single-item measures
- Job satisfaction 4-item, 5-point scale
- Overall, how satisfied are you with your current
job/position? - Willingness and Confidence 14-item, 5-point
scales - Address unpopular personnel issues to enhance
success of organization. - Beliefs About Career Advancement 20-item,
5-point scale - Getting ahead in your job requires continuous
upgrading of skills.
23Measuring Variables of Interest (cont.)
- Company support 25-item, 5-point scale
- My company values my job-related opinions.
- Interpersonal support 10-item, 5-point scale
- My coworkers listen to my work-related problems.
- Workplace Climate 20-item, 5-point scale
- My company adheres to stated policies against
discrimination. - I have never heard racist remarks at work.
- Mentoring Extent and Mentoring Adequacy
- 14-item scales, 5-point (extent) and yes/no
(adequacy) - My mentor advocates for me inside the company.
24Standard Indicators of Success
- Salary 67 reported annual salaries of 50-100k
25 reported 101-200k - Position 69 were scientists in non-supervisory
(individual contributor) positions 11 were
supervisors/team leaders 20 were upper-level
managers - Number of supervisees 63 of women had no
supervisees/reports 27 had 1-10
supervisees/reports
25Links Between Links Between Success (Job
Satisfaction) and Internal and External Factors
Types of Success
- Significant relationships found between job
satisfaction and - Each of the standard indicators of success (total
compensation, number of current supervisees,
position title) - Workplace climate
- Mentoring extent and adequacy
- Company, coworker, and supervisor support
- Overall job satisfaction moderate
- M 3.68, s.d. .78
26Links Between Success (Standard Indicators) and
Internal and External Factors
- More advanced positions are linked to
- Higher salary number of supervisees
- Job satisfaction
- Willingness and confidence in performing
advancement tasks - Higher salary is linked to
- Position number of supervisees
- Job satisfaction
- Willingness and confidence in performing
advancement tasks - Number of supervisees is linked to
- Position salary
- Job satisfaction
- Willingness and confidence in performing
advancement tasks - Current company support
27Diversity and Success
- White women reported higher salary and greater
number of supervisees than racial/ethnic minority
women (African American, Asian American, Latina) - Racial/ethnic minority women reported greater
extent of mentoring experiences and slightly
higher willingness to carry out advancement tasks
than did White women - No differences in confidence to advance, support
(company, supervisor, coworker), workplace
climate, adequacy of mentoring, job satisfaction,
position - No differences between heterosexual and sexual
minority women on SIS, job satisfaction, support,
workplace climate, mentoring - Sexual minority sample in this study may have
been too small (n52) to detect differences
28Comparing Managers and Womens Willingness
Female managers perceived women to be more
willing to engage in advancement tasks than did
male managers or women themselves
29Comparing Managers and Womens Confidence
No significant differences found in womens
(perceived) confidence to engage in advancement
tasks
30Comparing Managers and Womens Beliefs About
Career Advancement
- Agreement between women and managers on 3 of
top-ranked 5 beliefs - Getting ahead in ones job requires continuous
upgrading of ones skills - Having executive presence and ability to talk
to senior leadership is a critical element to
career advancement - To get ahead, it is important to be on highly
visible projects where contributions can be
recognized and rewarded
31Comparing Managers and Womens Beliefs About
Career Advancement (cont.)
- Disagreement between women and managers on
remaining 2 beliefs - Endorsed by women
- How you look and fit into the company culture is
key for career advancement - Advancing in your career is primarily your
responsibility - Endorsed by managers
- Being able to relocate is an important factor to
career advancement - To get ahead, one has to be willing to take
risks, e.g., accepting a promotion even if one
does not feel fully prepared to take the job
32Comparing Male and Female Managers Beliefs
About Career Advancement
- Disagreement between male and female managers
- Endorsed by male managers
- Being able to relocate is an important factor to
career advancement - Endorsed by female managers
- Women, more than men, are held back from job
advancement and reward because of
responsibilities outside the workplace (e.g.,
household and child care)
33Summary
- Womens Success
- Overall, women working in chemical industry
appear moderately successful and satisfied - Significant relationships were found among
standard success indicators, job satisfaction,
company and supervisor support, workplace
climate, mentoring, and willingness and
confidence to engage in advancement tasks - Female managers perceived women to be more
willing to engage in advancement tasks than did
male managers or women themselves - Diversity and Success
- Few differences were found between experiences of
majority and minority women - Beliefs about Success
- Differences were found between male and female
managers in beliefs about importance of
relocating, women being held back because of
responsibilities outside of workplace, e.g. home
and family - Differences were found between women and managers
in beliefs about importance of relocating,
risk-taking, responsibility for advancement,
fitting into company culture - Implications
- Communication gaps between women and management
about advancement expectations
34Home-Work Interface for Women in Industrial
Chemistry Womens Experiences, Managers
Perspectives
- Tracey Potter
- Project ENHANCE Team
35Why study the home-work interface?
- Work and home life are central components in
peoples lives demand responsibility for
managing multiple roles - Home commonly defined as spouse and children,
but includes non-married or same-sex partners,
extended family, friends, communities - Multiple roles are healthy for women and men
linked to psychological well-being, life
satisfaction
36Why study the home-work interface? (cont.)
- But
- Responsibility for managing multiple roles
disproportionately falls to women - Managing work and home roles is difficult because
of attitudinal and structural barriers (e.g.,
gender roles in family, lack of workplace
supports) - Presence of marriage and children is strongest
determinant of womens career trajectories - Focus of this presentation is on home-work
conflict (particularly related to presence of
children)
37Home-Work Conflict
- Home-work conflict defined as form of friction
in which role pressures from work and family
domains are mutually incompatible in some
respects (Cinamon Rich, 2002) - Home-work conflict is result of strain created by
incompatible roles has been linked to negative
outcomes (e.g., decreased satisfaction, increased
stress)
38Variables of Interest
- Womens Data
- Degree of home-work conflict
- Confidence in managing home-work conflict
- Number of supervisees
- Role and responsibilities in company
- Salary
- Top 2 work-related stressors
- Managers Data
- Perceptions of womens top 2 work-related
stressors - Company support for management of home-work
interface
39Measuring Aspects of Home-Work Conflict
- Degree
- 14-item, 5-point scale (1- Strongly disagree to
5- Strongly agree) - My work keeps me from personal/family activities
more than I would like. - Due to stress in my personal life, I am often
preoccupied with family/personal matters at
work. - Confidence to manage
- 15-item, 5-point scale (1- No confidence to 5-
Complete confidence) - Re-prioritize and better organize my day when
both work and family obligations expand. - Balance professional goals with parenting
responsibilities. -
40Degree of Home-Work Conflict
Women with children reported significantly more
(though moderate) home-work conflict than women
without children
41Confidence in Managing Home-Work Conflict
Women with children reported significantly more
confidence in ability to manage home-work
conflict than women without children (though all
moderate)
42Diversity and Home-Work Conflict
- Race/Ethnicity
- No differences found across racial/ethnic groups
in womens experience of home-work conflict
(degree or confidence in managing) - Dependent Children
- Significant relationship found between degree of
home-work conflict and number of dependent
children living at home.
43Home-Work Conflict and Job Status
- Employment Status
- No differences found in degree of work-family
conflict based on employment status (i.e.,
full-time vs. part-time) - Number of Supervisees
- No differences found based on number of
supervisees
44Home-Work Conflict and Company Role
Project Team Leaders and Supervisors/managers
reported more home-work conflict than individual
contributors (though all low to moderate)
45Home-Work Conflict and Salary
Women earning 101k-200k and 201-350k reported
more home-work conflict than those earning
51k-100k (though all low to moderate)
46Home-Work Conflict and Job Satisfaction
- No relationship found between home-work conflict
and job satisfaction - Understanding this finding
- Inconsistent with literature
- Likely due to statistical range restriction in
variables (predominantly moderate levels of
satisfaction and low to moderate levels of
home-work conflict) detecting significant
relationship requires variability - Large number of women without children
47Stress and the Home-Work Interface
- 63 (988 of 1,556 women) report balancing work
and family responsibilities in top 2 work-related
stressors - Examples of stressors indicated by women
- Not spending enough time with family/children
- Commuting to work
- Aging parents
- Personal health issues
48Managers Perceptions of Home-Work Interface
Stress for Women
- 91 (235 of 259 managers) believe balancing work
and family responsibilities in top 2 stressors
for women. - Examples of stressors indicated by managers
- Managing work-home balance
- Child care and parenting responsibilities
- Limited availability to travel or relocate
- Need to be away from family to travel on weekends
49Managers Perceptions of Company Support for
Managing the Work-Home Interface
- Overall, managers reported moderate levels of
company support for managing the work-home
interface - Measured on 6-item, 5-point scale (1- Strongly
disagree to 5- Strongly agree) - Examples
- My company makes allowances for employees who are
managing home-related difficulties. (Mean 3.59) - My company offers tangible supports to women for
managing for work-home interface (e.g. flextime,
on-site child-care, eldercare). (Mean 3.39) - My company provides opportunities for
partner/family involvement in company sponsored
recreational activities. (Mean 3.22)
50Summary
- Home-Work Conflict and Children
- Overall levels of home-work conflict were
moderate - Home-work conflict increases with presence and
number of children - Home-Work Conflict and Company Role
- Women managers/supervisors reported higher levels
of home-work conflict than individual
contributors - Home-Work Conflict and Stress
- Women and managers differed in perceptions of
home-work conflict as stressor (greater
percentage of managers than women perceived it as
top stressor) - Implications
- Personal decisions regarding advancement and the
home-work interface - Role of management perceptions of home-work
interface in evaluation, recognition, promotion
51Programs and Initiatives to Support Women in
Industrial ChemistryWhat Works?
- Julie Arseneau
- Project ENHANCE Team
52Why inquire about programs and initiatives?
- Assumption that women are disadvantaged in
workplace (supported by research) - Company management expends time and money trying
to address problems - But
- Little is known about these efforts
- What programs are being implemented
- How successful they are (as viewed by women and
management) - What is most desired/needed by women employees
53Identifying Initiatives
- Women and managers asked to identify programs or
initiatives undertaken by their companies to
support womens career success - Women provided more than 2000 responses
- Managers provided more than 400 responses
- Perceived success of each initiative rated on a
5-point scale from (1) No success to (5) Complete
success - Women and managers asked to identify initiatives
they would like to see implemented
54Evaluation of Present Initiatives
- Initiatives cited fell into 15 broad categories.
Among the most frequently cited
55Evaluation of Present Initiatives (cont.)
- Women and managers reported similar initiatives
- Managers rated initiatives as more successful
than did women - More than 30 of initiatives cited by women were
groups specifically for women but these rated
least successful - Childcare programs were rated as successful by
both women and managers but were only 2 of
identified initiatives in place - 106 women (6) indicated no initiatives in place
or unaware of any initiatives
56Desired Initiatives Women
- Programs/initiatives most frequently desired by
women - Flexible workplace programs
- 9/80 work schedule
- Telecommuting
- Childcare initiatives
- Assistance in locating, financing child care
- Programs re hiring and promotion of women
- Technical as well as management roles
- Visible minority women
- Mentoring
- More needed
- Active promoting of formal mentoring programs
57Mentoring
- Definition
- Interpersonal process in which a more experienced
colleague provides professional guidance,
instruction, and support to a less experienced
individual (Kram, 1985) - Mentoring is associated with income, advancement,
job satisfaction, self-esteem, and creativity
lack of mentoring is key barrier to womens
advancement in the workplace - Demographic matching produces favorable results
but not possible in most work settings where
majority of senior level personnel are White men - Formal mentoring programs becoming more common in
corporate efforts to advance women
58Mentoring Variables in this Study
- Womens experiences with mentoring
- Managers perceptions about mentoring within
their companies - Relationship between mentoring and important
workplace outcomes for women (e.g., success,
satisfaction) - Effects of mentor gender
59Womens Experiences with Mentoring
- Do you have one or more mentors in your current
company/workplace? - Yes 47.1
- No 52.9
- Gender of current mentor(s)
- Female 30.3
- Male 69.7
-
- If you do not have or have never had a mentor,
do you wish you had one? - Yes 83.5
- No 16.5
60Diversity and Mentoring Experiences
- Race/Ethnicity
- Racial/ethnic minority women as likely to have a
mentor as White women - Disability
- Women with disabilities as likely to have a
mentor as non-disabled women -
- Sexual Orientation
- Sexual minority women as likely to have a mentor
as heterosexual women
61Managers Perceptions of Mentoring
- In your company, are mentors viewed as a
valuable resource for career advancement? - Yes 76.2
- No 23.8
- Do you believe that most women in your company
would like to have a mentor? - Yes 91.5
- No 8.5
- Do you believe that women in your company have
access to one or more mentors? - Yes 62.3
- No 37.7
62Perceptions of Mentoring Quality
- Frequency
- 14-item measure indicating frequency of mentoring
behaviors (Rarely 1, Always 5) - Advises me about company politics
- Adequacy
- Indicated for each mentoring behavior (Yes or No)
- Findings
- Overall, women appear satisfied with mentoring
quality - Frequency varied appropriately with specific
mentoring behaviors - Adequacy found across mentoring behaviors
63Outcomes of Mentoring
- SALARY
- Women with mentors have higher salaries
- ADVANCEMENT
- Women with mentors have more advanced positions
- Women with mentors are more willing to advance
- Women with mentors have greater confidence in
their own ability to advance - JOB SATISFACTION AND SUPPORT
- Women with mentors have higher levels of job
satisfaction - Women with mentors view their companies as more
supportive
64Effects of Mentor Gender
- Mentoring Frequency
- Womens perceptions of mentoring frequency did
not differ by mentor gender - Mentoring Adequacy
- Womens perceptions of mentoring adequacy did not
differ by mentor gender - Mentoring Outcomes
- Women with male mentors had significantly higher
salaries than those with female mentors
65Summary
- Initiatives and Programs
- Women and managers judge program success
differently - Many women need and desire corporate help with
childcare but it seldom exists - Mentoring
- Mentoring is associated with success
- Mentoring is valued, needed, desired but less
than half of women report having a mentor - Implications
- Accountability Although policies/programs exist,
they may not be implemented well, fairly, or at
all - Role of company vs. responsibility of women in
addressing childcare, advancement, support,
mentoring
66Overall Summary and Implications
- SE-trained women working in chemical industry
are moderately successful and satisfied overall - Differences exist between the experiences of
minority and majority women - Differences exist between the experiences of
women in managerial and individual contributor
roles - Women with children struggle with home-work
conflict corporate support for managing
home-work interface is wanted - Women want and need more mentoring
- Women and management perceive workplace issues
differently - There appears to be a gap between existence and
implementation of workplace initiatives that
support women
67Where do we go from here?
- More detailed analyses
- Explore differences between women and managers
- Disaggregate managers and women in womens sample
and re-analyze - Complete analysis of qualitative data
- Compile data on initiatives/programs into
best-practices booklet for distribution in hard
copy and web-based forms - Consider future study of SE-trained women in
other scientific disciplines (e.g., biologists)
and in other settings (e.g., govt. labs)
68Acknowledgements
- National Science Foundation
- Henry Blount, Ruta Sevo
- American Chemistry Council
- Martha Moore, Angela Spicer
- Project ENHANCE Advisory Board
- Lissa Dulaney, Sharon Feng, Larry Friedman,
Elaine Harris, Ned Polan, Pamela Roach, Susan
Stanton, Jennifer Weinberg, Frankie Wood-Black - Women Chemists Committee, ACS
- Amber Hinkle, Jody Kocsis, Carolyn Ribes
- Formally-Participating Companies
- Albermarle, Atofina, BASF, Bayer, Corning, Dow,
Dow-Corning, DuPont, WR Grace, Honeywell,
NovaChem, PPG, Rhodia, Rohm Haas, 3M
69Project ENHANCE Team
- Julie Arseneau, Ed.M., University of Maryland
- Penelope Asay, M.A., University of Maryland
- Vanessa Downing, B.A., University of Maryland
- Ruth Fassinger, Ph.D., University of Maryland
- Susanna Gallor, M.A., University of Maryland
- Judith Giordan, Ph.D., Aileron Partners
- Sandra Greer, Ph.D., University of Maryland
- Kelly Hennessy, M.A., University of Maryland
- Sheetal Patel, M.A., University of Maryland
- Tracey Potter, B.A., University of Maryland
- Melissa Roffman, M.A., University of Maryland
- Heather Walton, M.A., University of Maryland