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Provides a review of the position of women in management in a number of countries. Describes how in almost all countries, management positions are dominated by men. Concludes that, although many similarities were found in women’s work experience across cultures, cultural factors accounted for the unique experiences of women in a given country.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01425459210012680. When citing the article, please cite: Marilyn J. Davidson, Valerie J. Sutherland, (1992), “Stress and Construction Site Managers: Issues for Europe 1992”, Employee Relations, Vol. 14 Iss: 2, pp. 25 - 38.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000776. When citing the article, please cite: Marilyn J. Davidson, Jill Earnshaw, (1990), “Policies, Practices and Attitudes towards Sexual Harassment in UK Organisations”, Personnel Review, Vol. 19 Iss: 3, pp. 23 - 27.

Employers in the UK are under a legal obligation to ensure that their recruitment procedures conform with the Sex Discrimination Act (1975), which states that employers must not discriminate or indicate any hidden intention to discriminate against a potential employee on the grounds of their sex. Yet the very fact that many jobs are still viewed as ‘male’ or ‘female’ is often sufficient to prevent the non‐dominant gender group from applying for those positions (Ray, 1990). Managerial jobs have traditionally been male dominated and organisations are under a legal obligation to ensure that their recruitment procedures do not indicate any intention to discriminate, either overtly or covertly. Therefore, organisations need not only to demonstrate that they have no intention to discriminate, especially in traditionally male dominated occupations such as management, but they also need to ensure that their intention not to discriminate is clearly and explicitly communicated to potential job applicants (Ray, 1990). The aim of this article is to address the similarities and differences between the job search experiences of unemployed female and male managers, and to present the research findings from an in‐depth study of unemployed British managers.

Investigates the problems and pressures facing lone mothers in management and professional occupations. Qualitative data were gained from semi‐structured interviews with 20 lone mothers, and the sample also completed the Pressure Management Indicator questionnaire. The interviews revealed that the lone mothers experienced some of the problems and pressures previously reported by women in dual career couples, including difficulties with childcare, work overload and role conflict, but to a much greater degree. Finds also that the death of a partner, separation or divorce affects the career aspirations and career development of the women in the sample and that the lone mothers were less able to take advantage of job‐sharing and part‐time working because of greater financial pressures. The lone mothers reported higher levels of pressure from workload and the home/work balance than comparative normative groups. However, as stress moderating strategies they employed better use of problem‐focussed coping than other women and made more use of social support than other managers.

Despite the recession, unemployment and subtle political moves to keep them out of the work‐force, more women are working than ever before. Throughout Europe, however, there is still job segregation based on gender—the arbitrary division between ‘men's jobs’ and ‘women's jobs’, which is often taken for granted. In all EEC countries over 50% of women are employed in the services sector, which includes retail, trade, education, health care and clerical duties. Approximately 20–25% of women workers are employed in the textile and food industries, and large numbers in the chemical and electronics industries. Women's advance into what have been traditionally men's jobs is still very small. In the UK, for instance, the Economic Activity Tables of the 1981 Census—published in 1984—reveal seven occupation orders, in which women were outnumbered by men by more than ten to one: professional and related in science, engineering and technology; managerial; security and protective services; processing, metals and electrical; construction and mining; transport and storage; miscellaneous. The groupings accounted for a mere 19% of the entire female work‐force both in 1971 and 1981. No inroads had been made.

Reports research by interview and questionnaire survey designed to identify major sources of stress among site managers, to examine their physical and psychological well‐being, and to identify high risk groups and predictors of stressor outcomes. A high level of anxiety was found, independent of grade; this was predicted by role insecurity, work overload and other extrinsic factors (particularly travel). Identifies lack of management training in this industry as contributing to these stresses. Recommends stress audits and stress management workshops.

The success or failure of a new business is often dependent on overcoming a series of potential barriers, eg securing sufficient financial backing, adequate and appropriate guidance and training etc. Yet, in light of the substantial growth rate of micro and small businesses, there has been little research into the experiences of potential and new business owners during the start‐up of such enterprises. To date there has been no systematic study of this group in the UK, and many questions remain unanswered. This study of micro and small business during the initialisation and formation of new venture creation (eg pre‐start‐up, 0‐6 months and 6‐12 months∥ sought to answer some of those questions. It identifies the needs of new business owners, the barriers they encounter, and the strategies they use to overcome those obstacles. The findings indicate that financial difficulties and the attitudes of banks towards new business owners are the main barriers to successful enterprise creation, with mentors and more specific advice cited as the assistance regarded as affording the greatest benefit to potential and new business owners. In addition, small and micro business owners are going out of business, or are unable to fulfil their potential, because they are denied access to those factors that promote success.

Women managers have to cope with greater pressures than men managers. If employers recognised and tackled this both women and men managers could do their jobs more effectively.