INTRODUCTION:

“Glass Ceiling” is that kind of invisible barrier that is a great hindrance within a hierarchy of any organization which hinders the growth path of women in achieving top positions in workplace. Today, in corporate life there are such a large number of undetectable obstructions which make turbulence in the life of the women.

The invisible barrier hinders mostly the path of those women who are more career oriented than those who are not. Even evidences and many researches has described glass ceiling has covert and overt. In many anecdotes and in literature the fore-most cited barrier of glass ceiling is gender-based barrier. India has in excess of one billion populace with right around 500 million women. One of the essential components for India's breathtaking development has been its young and sharp feminine populace. Financial indicators trust that the sensational development rate of Indian economy will be fuelled by the youthful work of women in the coming years. In spite of the way that India has right around 250 million women in the working age from which not many achieve the best in Indian associations. Tremendous quantities of females now work in the composed division; however, they stay at the lower or centre levels in the associations. Women today in India, contain just 2 for each penny of the aggregate administrative quality in the Indian corporate division.

The report titled, 'Women and the Economy in India' highlights that the impact of instruction on the business status of women isn't direct. More elevated amounts of training don't consequently guarantee higher extent as the fundamental work drive.

This scenario is known as the glass ceiling, where the glass refers to an invisible barrier to female employees and the ceiling refers to the heights and status they can achieve, but are deprived because of their gender status.

LITERATURE REVIEW:

Female heads are dynamic individuals, they have effective administration aptitudes, more popularity based, visionary, centre around nature of execution, have unmistakable ethics, abilities and capacity to rouse and propel employees around them, comes about driven at work, holds capability in hierarchical change and utilizing their identity, great relational abilities, capacity to multi-errand and organize, have viable delicate abilities, for example, arranging and conveying and their style of authority is transformational.⁴

Measure up to circumstances in advancement, pay and support for all women regardless of their age empower them to take part in any profession of their will.¹

Women employees get less compensation, less advancement and this made them less satisfied than male colleagues. Advancements ought to be founded on their execution and not on gender orientation.⁶

There are numeral barriers that women experience in their career path. There are not only visible hindrances in the career path of women but there arise many hidden hindrances also, which tries to stop women from moving up on the career ladder of success in their workplaces.¹⁰

Regardless of the abilities, skills, achievements a woman may possess, a ‘women’s progression or career path is when prevented to elevated is known as glass-ceiling. The glass ceiling is ordered to be the third type of gender separation alongside unmistakable segregation and gender basis.⁷

Organization Climate:

Having the stereotyped and assumption, male labourers can't recognize women for their upward adaptability in the affiliation and endeavour to make preventions in any structure. Women are rejected from easy going legitimate framework and get no help from their partners in decision making process. Hence by restricting women from essential decision-making process male accomplices endeavour to bug purposely and makes a limit for headway. So, women are less standard in indispensable pioneer part. Due to male constrained weight women are moreover engaged for the span of the day and by suggestion it impacts their shows and after that it is definitely not hard to find motivation to restrain them from progression. This kind of thing every so often causes losing of excitement and it in like manner impacts their own lives. It has been seen that a woman, in her prime time in affiliation or at the peak of her calling, unexpectedly points of confinement to drop her job to meet social duties and commitments and never consider returning back in light of the unwelcoming situation of the affiliation.³

Women’s Lower Human Capital Investment:

The second visible one is the lower investment on women’s training and job experience than men. Experience in job or occupational experience and job training are basic in light of the fact that the better the workers are prepared, the better they perform and representatives' execution is considered when directors think about their advancement in their promotions. However, there is a lack that women don’t have the essential occupational experience to go a ladder up in their career, basically in light of the fact that they don't have the chances to gain the job experience which will ultimately help them to progress to higher positions. As officials, women are required to be do an outside assignment however they don't get enough help from their associations or organizations they are linked to. In addition, numerous corporate exercises, for example, quick track programs, individual profession directing and vocation arranging workshops were accessible to men, yet less accessible to women. Besides, women additionally confront business brokenness in light of maternity leave and kid raising. Subsequently, their odds for work encounters or advancement may be influenced and thus they are greatly affected by it.^2,3

Uncovering shocking insights about working moms "If a woman has a kid, her odds of being employed fall by 79%; she is half as liable to be advanced as a childless woman" (p.96). For female specialists as a rule, it is difficult to be on maternity leave and resume work following a while. Laws in numerous nations permits around 12 weeks of maternal leave. When talking about the maternity leave cases one should never forget to mention the case of CEO of yahoo who received a lot of criticism from her organization when she returned from two weeks of maternity leave. There might be a risk of losing a job in some organizations when women come back from maternity leave (Akoorie, 2013), which is commonly known as “maternal wall bias” by Williams and Cuddy (2012).

Family Related Barrier:

Indian culture has not possessed the capacity to break the shackles of old convention of "woman at home" idea. Women are dependably in issue to gain ground in their vocation. This issue makes an overwhelming effect essentially on wedded ladies. Marriage is social establishment and once a woman is hitched, it is their prime obligation to deal with her spouses, in laws and her children. It has been seen that male individuals are the primary bread workers of their families and ladies, either wedded or not, do their residential or family unit works including senior care and if wedded, neonatal and kid mind. As women have for some time been considered as family unit or local laborers so women’s education got the slightest or of no concern in the general public. Presently, the attitude of the general public has been changed with the difference in time and economy of the nation. In this period of globalization, no nation can advance having the 'half HR'. Despite evolving circumstance, women representatives still need to confront issues as they need to play the dual parts or roles like a worker of an association and family unit specialist. Because of the change of thought and requirement for money related security, spouse additionally needs a working wife. These days numerous associations have begun like Flexible Working Arrangements (FWA) for women by the methods for work sharing, flexi-time, telecommunicating and so on to give them unwinding. This type of new introductions in the global phase has led women to engage their capabilities in diverse fields. In any case, women cannot assemble at their working environment as they carry their household duties and youngsters with them at their working environment and incline toward adaptable work time for accommodation. So, women are constrained to take a profession break or adaptable working hours to take care of their children and these are the boundaries in gaining administrative positions in their associations. Though, male representatives can centre exclusively around their allocated fill in as they have stay-at-home spouses who are taking double duties as of office and home and kids. Our general public anticipate that a woman will be a "decent mother". However, there is a difficulty with double parts: "In the event that they do get to FWAs, they are viewed as great moms, yet not great laborers. On the off chance that they don't utilize FWAs, they confront being seen as great specialists, however lousy moms". Plus, ladies need to move with the migration of their spouses because of employment switch and accordingly ladies need to forfeit their prospecting occupations to respect this sort of social standard.¹⁴

Psychological Glass Ceiling – As A Hindrance:

Ultimately, one exceptionally basic reason that keeps women from progressing to higher position is the "mental discriminatory constraint" claims that women have the genuine capacity for professional success however they don't have confidence in the way that they can achieve the best in their calling: "I will completely and totally build up my brains – yet then I'll set it aside for later. I'll have a vocation – yet I won't be able to perform professionally well or outstanding. I'll be great, yet not extraordinary" (p.xiv). A few women even think that it’s difficult to be fruitful in private and expert life at the same time Robinson, an American author, expresses that "Still, I think about whether more women craftsmen, artists and scholars aren't easily recognized names since we don't have enough confidence in our own interests to give ourselves the time we urgently should be changed by an innovative vision. Possibly that unreasonable impediment isn't generally made of glass by any means, yet of sticky little fingers, dishes heaped in the sink, and home loans that request two earnings" (n.d.). All on the whole, the most noteworthy and hardest roof that women need to break are simply the boundaries they make for their own selves.

Nietzsche, the German logician in the nineteenth century said that the most exceedingly bad foe of a man is himself or herself (n.d.). In the kids' story "Cinderella", otherwise called "The Little Glass Slipper", if Cinderella did not go to the ball and meet the Prince there, her insidiousness stepmother would have never turned into a boundary to her cheerful ever-after life. The purpose behind this mental unfair limitation may flourish from the absence of good examples for women. They require pictures of solid and fruitful women to consider themselves to be solid yet they are simply encompassed by intense pictures of men and frail ones of women. Moreover, the number of women in senior positions additionally shows the shortage of female role model.⁵

STATEMENT OF THE PROBLEM:

Gender differences in advancement with economic concern for quite some time is a huge matter to worry upon and should be looked into. Since women in 21st century is also embarked of being under re-exhibited in senior positions, proposing they may confront an "Unreasonable impediment" or commonly known as “Glass ceiling” (Blank, 1996). In spite of the fact that women function same and equally as the men but still they may confront parcel of boundaries in their career path. This investigation depends on technical representatives, working in IT sector especially in Gurugram and Noida (NCR Region).

OBJECTIVES OF THE STUDY:

These prime objectives of the present study are as follows:

1. To measure the extent of glass ceiling in IT sector with special reference to Gurugram and Noida cities of Haryana and UP State (NCR Region).

2. To measure the significance difference between Glass ceiling and various demographics like gender and age group.

RESEARCH METHODOLOGY:

The study is descriptive in nature. The data for the present study was collected randomly from 215 respondents from the universe of the employees of IT sector with reference to Gurugram and Noida cities of Haryana and UP State (NCR Region).

Furthermost the Judgmental sampling technique is used. A structured questionnaire was floated to 290 employees, but only 215 have filled the complete information. This questionnaire includes 22 statements comprised of 9 items representing extent of glass ceiling, 13 items representing obstacles to women’s career advancement.

Three different variables were taken into consideration for this study. These variables are Glass ceiling, importance of removal of glass ceiling. To measure these variables the five-point scale (1= Strongly disagree, 2= Disagree, 3=Neutral, 4= Agree, 5= Strongly agree) and hindrance in women’s career advancement faction another five-point scale was taken into consideration (1=Not an obstacle, 2=Minor obstacle, 3=Noticeable obstacle, 4=Significant obstacle, 5=Huge obstacle).

This study was conducted to prove the following hypothesis:

H0: There is no difference in glass ceiling level in different IT sector.

H1: There is difference in glass ceiling level in different IT sectors.

H0: There is no significant difference in various dimensions of Glass ceiling on the basis of gender.

H1: There is significant difference between various dimensions of Glass ceiling on the basis of gender.

H0: There is no difference of glass ceiling on different age groups

H1: There is significant difference of glass ceiling on different age groups.

ANALYSIS:

Demographic Profile:

The data was collected using survey questionnaire in IT sector in Haryana and UP State particularly in Gurugram and Noida district. In total 215 respondents’ response is collected for final sample size on which data analysis is performed. The demographic variables are Type of IT sector, Gender, Marital status, Age, Educational Qualifications, Level of income, Current position, and experience. The profile of the respondents is shown in Table 1 where N represents the total sample size.

Table 1: Demographic Profile of the respondents

IT Sector

Public

Private

Total

Frequency (%)

114 (53.02)

101 (46.98)

215 (100)

Gender

Male

Female

Total

Frequency (%)

117 (54.4)

98 (45.6)

215 (100)

MARITAL STATUS

Single

Married

Total

Frequency (%)

80 (37.2)

135 (62.8)

215 (100)

AGE GROUP

18-20 years

21-30 years

31-40 years

41-50 years

More than 50 years

Total

Frequency (%)

7 (3.3)

88 (40.9)

60 (27.9)

55 (25.6)

5 (2.3)

215 (100)

Fig-1

Reliability Analysis:

Reliability analysis is a measure of internal consistence or scale reliability of test statements. Cronbach’s Alpha is enumerating the correspondent score for each scale item with a total score for each observation and then analyzes that to deviation for all individual item score. A minimum coefficient range is 0.6. The value of Cronbach’s Alpha of this instrument is 0.743 which is greater than the limitation.

Table 2 Reliability Analysis

Reliability Statistics
Cronbach’s Alpha	No. of Items
.743	22

Objective 1: To measure the extent of glass ceiling in IT sector with reference to Gurugram and Noida cities of Haryana and UP State (NCR Region).

To achieve this objective, the mean score of all the factors of Glass ceiling is taken and accordingly the extent of Glass ceiling among the respondents is measured.

Table 3 Statistical Description

Statements	Mean
Women Capability	2.00
Opportunities for promotion	2.34
Increase in managerial positions	2.56
Promotion in middle management	2.36
Under-represented in broad rooms	2.52
Salary In-equality	2.33
Competitiveness/assertiveness as negative trait	2.41
Better performance to get promotion	2.60

Source: Based on data analysis

To achieve the objective of measuring the extent of the Glass Ceiling in Gurugram and Noida districts of Haryana and UP State (NCR Region), one more additional statement in the questionnaire was asked from the respondents, to know the level of Glass ceiling in their organizations.

Table 4: Statistics Analysis of Respondents

Statistics
Levels of Glass Ceiling
N	Valid	215
N	Missing	0

Source: Based on data analysis

Table 6 Independent Samples Test Between Gender and Glass Ceiling Factor

		Levene’s Test for Equality of Variances		t-test for Equality of Means
		F	Sig.	T	df	Sig. (2-tailed)
Psychological	Equal variances assumed	3.741	.064	-3.169	213	.002
Psychological	Equal variances not assumed			-3.189	210.598	.002
Lack of human capital	Equal variances assumed	2.251	.135	4.150	213	.000
Lack of human capital	Equal variances not assumed			4.113	210.795	.000
Organizational Climate	Equal variances assumed	1.213	.272	1.513	213	.132
Organizational Climate	Equal variances not assumed			1.523	201.795	.129
Family	Equal variances assumed	.061	.805	2.797	213	.006
Family	Equal variances not assumed			2.781	201.305	.005

Table 7: Descriptive Mean Score of Glass Ceiling Factor

Group Statistics
	Gender	N	Mean	Std. Deviation	Std. Error Mean
Psychological	Male	117	1.9374115	1.01063354	.09343310
Psychological	Female	98	.2313032	.94096418	.09505174
Lack of human capital	Male	117	.2497530	.91806007	.8487468
Lack of human capital	Female	98	2.981745	1.01646333	.10267830
Family	Male	117	.1718688	.95544522	.08833094
Family	Female	98	2.0519036	1.01800432	.10283397

Source: Based on Data Analysis

From the descriptive analysis it is evident that the males consider psychological factor as a hindrance in women career advancement (M=1.93 and SD=1.010), whereas women consider lack of human capital factor as a hindrance in women career advancement. (M=2.98 and SD=1.01), women also consider family as a factor of hindrance in women career advancement (M=2.05 and SD=1.01)

Table 8: Independent Samples Test between IT sector and Glass ceiling factors

		Levene’s Test for Equality of Variances		t-test for Equality of Means
		F	Sig.	T	df	Sig. (2-tailed)
Psychological	Equal variances assumed	13.954	.000	-3.058	213	.003
Psychological	Equal variances not assumed			-3.093	212.025	.002
Lack of human capital	Equal variances assumed	1.486	.224	2.897	213	.004
Lack of human capital	Equal variances not assumed			2.875	201.172	.004
Organizational Climate	Equal variances assumed	10.134	.002	1.652	213	.100
Organizational Climate	Equal variances not assumed			1.675	210.451	.095
Family	Equal variances assumed	17.721	.000	1.585	213	.070
Family	Equal variances not assumed			1.572	205.409	.065

Independent sample test indicates that the significance values of the Glass ceiling factors except two factors that are Organizational climate is greater than 0.05. It hereby means that the respondents from both the categories of gender perceive most of the dimensions (Psychological, lack of human capital investment and family barriers) equally important for determining Glass ceiling in IT sector. However, Male and Females differ in perceiving factors such as organizational climate for determining Glass ceiling behavior. Therefore, null hypothesis is partially accepted as there is no significant difference in various dimensions of Glass ceiling other than two dimensions on the basis of gender. Thus, Null hypothesis is rejected.

(ii) Effect of glass ceiling on IT sector:

H0: There is no difference in glass ceiling level in IT sector

H1: There is difference in glass ceiling level in IT sector.

Independent sample test indicates that the significance values of all the Glass ceiling factors except two factors that are Organizational climate and Family is greater than 0.05. It hereby means that the respondents from both the categories of gender perceive most of the dimensions (Psychological, Organizational climate and family as a factor) equally important for determining Glass ceiling in IT Sector. However, sector wise difference in perceiving factors such as Lack of human capital. Therefore, null hypothesis is partially accepted as there is no significant difference in various dimensions of Glass ceiling other than two dimensions on the basis of IT sector.

Table: 9 Descriptive Mean Score of Glass Ceiling Fators

Group Statistics
	IT Sector	N	Mean	Std. Deviation
Psychological	Public	114	-0.1926	1.063
Psychological	Private	101	0.2174	0.879
Lack of human Capital	Public	114	0.1828	0.924
Lack of human Capital	Private	101	0.8203	0.921

Source: Based on Data Analysis

From the descriptive analysis it is evident that the public-sector IT companies consider psychological factor as a hindrance in women career advancement (M=0.217 and SD=0.87), whereas private sector IT companies consider lack of human capital factor as a hindrance in women career advancement. (M=0.82 and SD=0.921).

(iii) Effect of glass ceiling on different age groups:

H0: There is no difference of glass ceiling on different age groups

H1: There is significant difference of glass ceiling on different age groups.

Whenever in a study, more than two groups are compared for differences for mean score, one-way ANOVA is used. Analysis of variance has been used to determine whether the glass ceiling dimensions are influenced by level of internet skills. Null hypothesis was framed that there is no significant difference in the various dimensions of glass ceiling on the basis of level of internet skills. If the significance value is less than 0.05 then it indicates differences in mean scores among various categories of independent variable.

Wherever the significant difference was found, the mean score was compared to see the responses of the various categories. Further, post hoc analysis was performed as level of internet skills contained more than 2 categories.

Table 10: Descriptives

		N	Mean	Std. Deviation	Std. Error Mean
Psychological	18-20 years	7	0.311287041	1.354175443	.511830208
	21-30 years	88	0.137094985	.910512906	.097061002
	31-40 years	60	-0.11810311	1.030805649	.133076437
	41-50 years	55	-0.060407033	1.052180942	.141876049
	More than 50 years	5	-0.766958856	.722270407	.323009146
	Total	215	2.31339	1	.068199434
Lack of human Capital	18-20 years	7	0.088246025	0.868462056	0.328247803
	21-30 years	88	-0.0937710105	0.970963506	0.103505058
	31-40 years	60	0.11514762	1.090054873	0.140725479
	41-50 years	55	0.032184634	0.996532998	0.134372482
	More than 50 years	5	-0.210049015	0.674919571	0.301833208
	Total	215	2.47864	1	0.068199434
Organizational Climate	18-20 years	7	-0.845711186	0.645728122	0.244062289
	21-30 years	88	-0.19711552	0.915546616	0.097597597
	31-40 years	60	0.311442038	0.992616838	0.128146283
	41-50 years	55	0.18654459	0.981582219	0.132356519
	More than 50 years	5	-1.137895973	1.202232854	0.537654877
	Total	215	-5.78349	1	0.068199434
Family	18-20 years	7	0.21945129	0.355700203	0.13444204
	21-30 years	88	-0.003145383	0.984174858	0.104913392
	31-40 years	60	-0.055537817	1.036429364	0.133802456
	41-50 years	55	0.122490715	1.039129054	0.140116133
	More than 50 years	5	-0.932817135	0.63009199	0.281785704
	Total	215	-9.60472	1	0.068199437

Source: Based on Data Analysis

Table 11: Annova for Glass Ceiling and various level of age

Anova
		Sum of Squares	Df	Mean Square	F	Sig.
Psychological	Between Groups	6.311	4	1.578	1.595	.017
	Within groups	207.689	210	.989
	Total	214.000	214
Lack of human capital	Between Groups	1.900	4	.475	.470	.757
	Within groups	212.100	210	1.010
	Total	214.000	214
Organizational Climate	Between Groups	22.630	4	5.657	6.208	.000
	Within groups	191.370	210	.911
	Total	214.000	214
Family	Between Groups	5.699	4	1.425	1.436	.223
	Within groups	208.301	210	.992
	Total	214.000	214

Source: Based on Data Analysis

Table 12: Post HOC Analysis for Various levels of Age

Dependent Variable	(I)age group	(J)age group	Mean Difference (I-J)	Std. Error	Sig.
Psychological	18-20 years	21-30 years	0.174192056	0.390542733	0.031759002
		31-40 years	0.429390155	0.397200577	0.816151364
		41-50 years	0.25456743	0.399082418	0.044421369
		More than 50 years	1.078245896	0.582309286	0.346928245
Psychological	21-30 years	18-20 years	-0.174192056	0.390542733	0.021759002
		31-40 years	0.2551981	0.166498763	0.542402615
		41-50 years	0.197502018	0.170939509	0.776621051
		More than 50 years	0.904053841	0.457206347	0.028683951
Psychological	31-40 years	18-20 years	-0.429390155	0.397200577	0.816151364
		21-30 years	-0.2551981	0.166498763	0.042402615
		41-50 years	-0.057696082	0.185647483	0.997961739
		More than 50 years	0.648855741	0.462906379	0.627259861
Psychological	41-50 years	18-20 years	-0.37694074	0.399082418	0.884442137
		21-30 years	-0.197502018	0.170939509	0.776621051
		31-40 years	0.057696082	0.185647483	0.017961739
		More than 50 years	0.706551823	0.464522113	0.549988845
Psychological	More than 50 years	18-20 years	0-1.078245896	0.582309286	0.346928245
		21-30 years	-0.904053841	0.457206347	0.020683951
		31-40 years	-0.648855741	0.462906379	0.627259861
		41-50 years	-0.706551823	0.464522113	0.549988845

*. The mean difference is significant at the 0.05 level.

Source: Based on Data Analysis

From the above table, it can be clearly seen that there is a difference in the mean scores of glass ceiling factors on the basis of psychological factor. To see whether this difference is significant or not one-way ANOVA has been used.

Analysis of variance, given in the above table indicates that the significance value for 2 factors (Organizational climate as a factor and psychological factor) of Glass ceiling was less than 0.05. Therefore, null hypothesis is partially rejected as it expounds that there is significant difference in various dimensions of glass ceiling on the basis of level of age.

Post hoc analysis for one dimensions of glass ceiling that are psychological factor, people between the age of 18-20 years, 21-30 years, 31-40 years have a significance difference between glass ceiling and various level of age. Thus, hypothesis between levels of age particularly for 18-20 years, 21-30 years, 31-40 years have a significance difference with glass ceiling. Therefore, null hypothesis is partially rejected as it expounds that there is significant difference in various dimensions of glass ceiling on the basis of age. Wherever the significant difference was found, the mean score was compared to see the responses of the various categories.

CONCLUSION:

There are two prime objectives in the study to find does glass ceiling exist in IT sector or not, or if it exists to which extent does it exists in IT sector. Further to check what are the main obstacles/hindrances that came in the way of women career development, Second main objective was to know the significant difference between the glass ceiling on the basis of age, gender and industry/sector. To analyze the first objective, it is concluded that majority of the people (45.1%) were of the view that there exists “a little extent of glass ceiling” in their organizations, and highest mean score was of the statement that women need to perform better than their male counterparts to get promotion. To analyze the second objective, various statistical tests were used with a conclusion that male and females differ in perceiving factors such as organizational climate for determining Glass ceiling as a hindrance.

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Received on 14.01.2022 Modified on 01.02.2022

Asian Journal of Management. 2022;13(1):69-76.

DOI: 10.52711/2321-5763.2022.00013

Extent of Glass Ceiling
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	To no extent	35	16.3	16.3	16.3
	To a little extent	97	45.1	45.1	61.4
	To a moderate extent	54	25.1	25.1	86.5
	To a great extent	25	11.6	11.6	98.1
	To a very great extent	4	1.9	1.9	100.0
	Total	215	100.0	100.0