Vertical job segregation

Date and country of first publication

1997
Hong Kong

Definition

At its current state, this definition has been generated by a Large Language Model (LLM) so far without review by an independent researcher or a member of the curating team of segregation experts that keep the Segregation Wiki online. While we strive for accuracy, we cannot guarantee its reliability, completeness and timeliness. Please use this content with caution and verify information as needed. Also, feel free to improve on the definition as you see fit, including the use of references and other informational resources. We value your input in enhancing the quality and accuracy of the definitions of segregation forms collectively offered in the Segregation Wiki ©.

Vertical job segregation refers to the unequal distribution of job positions based on gender, with women being underrepresented in higher-level or managerial roles compared to men. In vertically segregated job sectors, women tend to be concentrated in lower-level positions and are less likely to advance to higher positions within the same organization or industry. This segregation can be attributed to various factors, including stereotypes and biases about women's abilities and leadership skills, lack of access to training and development opportunities, limited networking opportunities, and discrimination in hiring and promotion practices. Vertical job segregation is considered a form of gender inequality in the workplace and can limit women's career advancement and earning potential.

Further reading

Hull R.P.; Umansky P.H. (1997) "An examination of gender stereotyping as an explanation for vertical job segregation in public accounting", Accounting, Organizations and Society, 22(6), pp. 507-528. Elsevier Ltd. DOI: [htttp://doi.org/10.1016/S0361-3682(96)00028-1 10.1016/S0361-3682(96)00028-1]

Wong M.M.L. (1997) "Women's employment status in two Japanese retail stores in Hong Kong", Women in Management Review, 12(4), pp. 150-157. . DOI: [htttp://doi.org/10.1108/09649429710171181 10.1108/09649429710171181]

Junor A.; Hampson I.; Smith M. (2009) "Valuing skills: Helping mainstream gender equity in the New Zealand State sector", Public Policy and Administration, 24(2), pp. 195-211. SAGE Publications Ltd. DOI: [htttp://doi.org/10.1177/0952076708100879 10.1177/0952076708100879]

Junor A.; Hampson I.; Smith M. (2009) "Valuing skills: Helping mainstream gender equity in the New Zealand State sector", Public Policy and Administration, 24(2), pp. 195-211. SAGE Publications Ltd. DOI: [htttp://doi.org/10.1177/0952076708100879 10.1177/0952076708100879]

Wilson F.M. (2017) "Organizational Behaviour and Gender", Organizational Behaviour and Gender, 1-254. Taylor and Francis. DOI: [htttp://doi.org/10.4324/9781315247557 10.4324/9781315247557]