‘While many aspects of working life have changed in recent decades, the inequality of outcomes experienced by male and female employees has been remarkably resistant.
…
‘Proponents of the “merit” argument would have us believe that the dearth of women in leadership roles is an accurate reflection of the proportion of “women of merit” in the workforce – that they aren’t just MIA (and easily locatable by a good search party), but rather they’ve willingly gone AWOL, choosing to work less hours, being less ambitious, failing to “lean in”, and so on.
‘I could expend many thousands of words refuting these “explanations” but I won’t – they are just part of the smokescreen that keeps us focused on the “faults” of the female workforce. To understand the continuing levels of disparity evident in Australian workplaces we need to scrutinise the institutional and societal structures that underpin the inequity. A good place to start is with an examination of the factors contributing to the gender wage gap.
…
‘Currently, the gender wage gap sits at 17.1%. This means that, on average, women earn 82.9 cents to every dollar earned by men for the same or equivalent work. At its narrowest, in 2005, the gap was 15.1%. Since then it has been widening, eroding progress to the point that the current gap is now larger than it was 20 years ago – in 1994 it was 16.2%.
…
‘So, we have two graduates with no experience and the same qualifications, but the male gets paid $5,000 more on average than the female. This alone should dilute any support for the idea that the gap is simply circumstantial and not sexist. Further evidence is available from an extensive study completed in 2010 by the National Centre for Social and Economic Modelling at the University of Canberra, The impact of a sustained gender wage gap on the Australian economy.
‘After accounting for differences in male and female work patterns and experience, qualifications and so on, the researchers found that 60% of the gender wage gap was due to “being female”. To be clear here, this means that most of the gap is not related to choice of occupation or sector of employment, having dependent children or a uni degree, or any other such variation. It’s just about being female. In their modelling, this “being female” penalty equated to a deficit of $3,394 a year on average.
…
‘Further evidence of the “being female” penalty is demonstrated in studies investigating decision-making around hiring and promotion. The most compelling of these studies use matched curriculum vitaes, which are identical in content, except for gender. A good example by Rhea Steinpreis and colleagues from the University of Wisconsin–Milwaukee involved the comparison of CVs for two job applicants who were going for their first job after completing graduate school.
‘The CVs, identical except for the applicant’s name (Karen Miller or Brian Miller), were distributed to 238 US psychology academics. Among other things, the academics were asked to assess the quality of the candidates’ work experience (teaching, research and service), and to state whether they felt the candidates should be hired. The study results showed that, irrespective of the gender of the participating academic, they were more likely to rate the male job candidate higher than the female candidate on each of the aspects of work experience assessed.
‘They were also more likely to recommend hiring the male candidate than the female candidate. So, to be explicit: two candidates with identical CVs achieved different outcomes. As the researchers concluded, “The present findings indicate that at the fledgling stages of the career of a young professional, gender is seen as an indicator of success”.
…
‘Experimental research provides clear evidence of stricter standards for women than for men when both perform at the same level and performance evaluations are objective – but can nevertheless be interpreted as either conclusive or inconclusive evidence of competence. Double standards provide the mechanism for those differences in interpretation.
…
‘However, such judgments are affected by gender stereotyping, such as expectations about what women are like and how they should behave. Therefore, when a female applies for a job or a promotion into a position that has been traditionally seen as a “male” job, her perceived attributes don’t fit well with the male-type template of perceived job requirements.
‘She is therefore viewed as being less likely to succeed in such a position, leading to being less likely to be hired/promoted into it. Given that the vast majority of occupational roles, and leadership roles in particular, have been traditionally viewed as “male” jobs, this is where the “being female” penalty occurs. Thus, as per the double standards for competency, to get the job or promotion, she will have to demonstrate, indisputably, that she is more qualified and competent than a male would have to be to get the same job.
…
‘Thus, females doing “female-type” work were not penalised because they were perceived to be a good fit when evaluated against a female template of job performance, while females performing “male-type” work were judged more harshly because they were perceived to be a poor fit with the male template of job performance. An additional finding of the study was that, overall, females had to receive higher job performance ratings to gain a promotion than did their male colleagues, indicating the competency double standard.
…
‘Evidently, any time taken out of the workforce will have an adverse impact on an individual’s career progression, including lifetime earnings. However, even when women take a minimal amount of maternity leave, say 12 weeks, they are penalised for it in a way that does not happen for men or women who take a similar amount of leave for other purposes (e.g. long service leave).
…
‘From a financial perspective, this ‘motherhood penalty’ adds to the pre-existing “being female” penalty affecting the gender wage gap. Ian Watson’s study on managers also included an investigation of gender wage differences in relation to the parental status of the managers. Examining the data for managers with thirty years of work experience, he found that males with no children earned approximately $120,000 a year on average. For men with children, each child they had acted to increase their earnings by $2,000–$5,000 a year, resulting in a salary of about $130,000 for managers with three or more children.
‘In contrast, the base rate (no children) for females with equivalent work experience was around $95,000, which decreased by $2,000–$7,000 per year for each child, to an annual salary of approximately $77,000 for managers with three or more children. Thus, the combined “being female” and “motherhood” penalties mean that, in comparison to a male with equal years of experience and number of children, an Australian female manager with thirty years work experience earns approximately $35,000 less per year if she has a single child, $40,000 less if she has two children and a massive $53,000 less per year if she has three or more children.’
https://theconversation.com/not-missing-in-action-the-enduring-penalty-of-being-female-28503