Women Managers' Resilience: HRM Implications

The document establishes the persistent gender gap in management as a significant global issue. Studies reveal that gender inequality carries substantial economic, social, and environmental costs (Stevens, 2010; Beneria et al., 2015). While women are increasingly recognized for their leadership capabilities and effective leadership styles (Eagly, 2007), their underrepresentation in leadership positions is attributed to traditional attitudes, the glass ceiling, and the 'old boys' network (Stevens, 2010). The slow pace of change in addressing this imbalance is a key concern, despite growing women's participation in the workforce and some progress reported in the OECD's Women in Work Index (PWC 2017).

Despite improvements in women's representation on FTSE 100 boards (reaching 26% in 2016, with non-executive directorships at 31.4% and executive directorships at 9.7%; Sealy et al., 2016), men still predominantly hold decision-making roles globally. The pace of change, both in terms of women leading boards and narrowing the gender pay gap, remains slow (Women in Work Index, PWC 2017; Sealy et al., 2016; IBR Thornton, 2015; Larkin et al., 2013). The issue of women in management has not been adequately addressed as a problem that is being solved, although a shift toward shattering the glass ceiling and women adopting new strategies for advancement is observed (Broadbridge and Simpson, 2011). This emphasizes the need for further investigation into the systemic issues hindering women’s progress.

The document highlights the increased work-related stress experienced by women compared to men, factors identified include the pressure to prove competence, barriers to promotion, unequal pay, undervalued opinions, lack of managerial support, and company restructuring (HSE, 2016). The importance of breaking the glass ceiling and removing barriers that prevent women from reaching their full potential is increasingly recognized by organizations (Ragins et al., 1998). Empowering women and promoting gender equality are critical goals for nations, aligning with the United Nations Millennium Development Goals (KPMG, 2012). The under-examination of how HR practices influence resilience-related resources at the employee level is also noted (Bardoel et al., 2014), further underscoring the need to address these issues comprehensively.

The central argument is that resilience is a critical factor enabling women to overcome obstacles and advance in their careers. The ability to 'bounce back' from setbacks and maintain effectiveness in challenging situations (Cooper et al., 2013; Sutcliffe & Vogus, 2003) is highlighted as particularly important for women facing systemic barriers in the workplace. The authors propose to explore resilience as both a trait (inherent characteristics) and a process (dynamic skill development) drawing upon existing research in clinical and organizational settings (Alvord & Grados, 2005; Avey et al., 2009; King & Rothstein, 2010). A key gap identified is the limited research on the specific antecedents of resilience in women managers (Rowley et al., 2016), a gap this paper aims to address. The study will analyze the role of HRM practices in either fostering or hindering the development of resilience in women.

The paper reviews various definitions of resilience, emphasizing its consistency across disciplines as the ability of an element to return to a stable state after disruption (Bhamra et al., 2011). However, the focus shifts to a more proactive view, emphasizing the ability not only to recover but also to improve one's position following adversity (Cooper et al., 2013). Different perspectives on resilience are discussed, including its capacity to rebound from adversity with increased resources (Sutcliffe & Vogus, 2003) and the ability to continue living a purposeful life after hardship (Tedeschi and Calhoun, 2004). The study also considers resilience as a process leading to adaptation and improved outcomes (Norris et al., 2008), with specific examples of processes such as continuous striving for goals, problem-solving during adversity, and reframing stress into motivation (Brodsky et al., 2011). The concept of resilience as both a trait (Connor and Davidson, 2003; Block and Block, 1980) and a process (Egeland et al., 1993; Galli and Vealey, 2008) is considered, adding to existing research that has primarily focused on one aspect or the other.

The paper examines resilience within the organizational context, considering its application to organizations as entities (Hutchins, 2012), their ability to adapt to change (Bustinza et al., 2016; Bhamra et al., 2011), and individuals within organizations (Smith and Charles, 2013). Organizational resilience is a topic of interest to management scholars (Carmeli and Markman, 2011), and its cultivation through human resource practices is discussed (Starbuck and Farjoun, 2009; Bustinza et al., 2016; Hueng et al., 2016). The study emphasizes the importance of resilience in navigating organizational change and stress (Ravi Kumar & Kamalanabhan, 2005; Major et al., 1998; Aspinwall & Taylor, 1992), and defines resilience as the capacity to move forward after negative experiences while retaining control (Jackson et al., 2007; Smith et al., 2012). The paper identifies engagement with the work environment, career adaptability, and positive HRM interventions as key antecedents to women managers’ resilience, recognizing the unique challenges women face in achieving top leadership positions (Bennis, 2003; Collins, 2001; Fitzsimmons et al., 2014).

This section focuses on identifying the key factors (antecedents) that contribute to the development of resilience in women managers. The study posits three primary antecedents: engagement with the work environment, career adaptability, and positive HRM interventions. These factors are proposed to directly influence the level of resilience exhibited by women managers. The research acknowledges the importance of considering both internal and external environmental factors that may moderate the relationship between these antecedents and resilience. Internal factors include organizational environment, structure, culture, and change (mergers, acquisitions, management changes, crises), while external factors may include government legislation. The conceptual framework illustrates how these antecedents and moderating influences contribute to women managers' overall resilience and their ability to overcome barriers to career advancement.

A central element of this section is the presentation of a conceptual framework illustrating the relationships between the identified antecedents and women managers' resilience. The framework depicts a direct relationship between engagement with the work environment, career adaptability, positive HRM interventions, and the development of women managers' resilience. It highlights the moderating influence of both internal and external organizational environments on the resilience-building process. Internal environmental factors such as organizational culture, structure, change initiatives (mergers and acquisitions, management changes), and crises are considered. External factors, such as government legislation, are also incorporated into the model as potential moderators. The framework emphasizes that increased resilience, in turn, strengthens women managers’ capacity to break the glass ceiling and overcome workplace challenges. This framework serves as the foundation for future empirical research to test the proposed relationships.

The conceptual framework is grounded in existing research on resilience, emphasizing its multifaceted nature as both a trait and a process. The framework draws upon theories highlighting the roles of self-esteem, optimism, and perceived control in building resilience (Major et al., 1998; Aspinwall & Taylor, 1992). This study addresses the research gap regarding a lack of focused investigation into the antecedents of women managers' resilience (Rowley et al., 2016; Pangallo et al., 2015) and expands on studies exploring resilience in managers generally (Whetten, Felin, and King, 2009). The under-examination of how HRM practices either support or undermine psychological, social, or instrumental resources associated with resilience is also acknowledged (Bardoel et al., 2014), emphasizing the need for a nuanced understanding of the interplay between HR interventions and resilience development in women managers.

The study offers valuable insights for Human Resource Management (HRM) practitioners. It identifies key antecedents of women managers' resilience—engagement with the work environment, career adaptability, and positive HRM interventions—providing a practical framework for organizational action. Managers are encouraged to implement mechanisms ensuring good HRM practices, promote employee engagement, and create flexible career progression pathways. The research suggests that investing in resilience-building initiatives, despite resource requirements, yields significant organizational benefits, particularly for women managers. Specific recommendations include offering career counseling to enhance career adaptability and resilience (Bimrose and Hearne, 2012), promoting strong women's networks for support and guidance, providing positive role models to foster confidence and resilience (Westfall, 2015), and offering reflective learning workshops to help women process challenges and develop coping strategies (Brodsky et al., 2011).

This research contributes to the theoretical understanding of resilience by presenting a new perspective on its organizational and individual aspects, specifically focusing on women. The study adds to the women-centric resilience discussion within HRM literature by exploring the relationship between resilience and women managers' career progression. It also contributes to understanding the antecedents of women managers' resilience and how resilience moderates the effects of work-related stress and burnout. The conceptual nature of the current paper necessitates future empirical research to test the proposed propositions across various contexts (organizational, industrial, institutional, macro). Further research could delve deeper into the moderating role of resilience on work stress and burnout, examining which antecedents are most influential in different settings. Additionally, analyzing the impact of specific internal and external environmental factors on women managers' resilience would enrich the understanding of this complex phenomenon.

The study acknowledges its limitations as a conceptual paper, emphasizing the need for future empirical research to test its propositions. Areas requiring further investigation include a more detailed examination of the factors constraining women's career progression and resilience. The research, while drawing insights from both private and public sector organizations, suggests the need for further research to explore contextual differences in the relative importance of the identified antecedents. Finally, recognizing the impact of culture (national and organizational) on HRM strategies, future studies could analyze women managers' resilience in cross-cultural comparative contexts. This would provide a more nuanced understanding of the factors contributing to women's resilience and success in management, leading to more effective and targeted interventions.