2008 Oxford Business &Economics Conference Program
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A Biographical Portrait of Private Sector
Professional Managerial Women in Pakistan
Shehla Riza Arifeen
Associate Professor
School of Business Administration
Lahore School of Economics
104-C-2, Gulberg 3, Lahore.
Pakistan.
Telephone: 92-42-6560938, FAX: 92-42-5712231
Email: shehla.arifeen@gmail.com
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The author wishes to express appreciation to Dr Ehsan ul Haque for his guidance during the research
process, Dr Naved Hamid and Dr Azam Chaudry for their suggestions on the first draft and Dr Nabeel
Riza for suggestions on the revised draft.
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A Biographical Portrait Of Private Sector Professional Managerial Women In Pakistan
ABSTRACT:
The purpose of this paper was to profile the current managerial woman in the private
sector in Pakistan. Past performance predicts future behavior and the usefulness of the personal
background information of managerial women could give a direction as to who is likely to
become a managerial woman in Pakistan. 152 organizations that had in the past employed
women from business educational institutions were contacted. All managerial women were
requested to complete a questionnaire packet consisting measures obtained from self report
questionnaires regarding their social, economic, educational backgrounds. 207 women completed
the questionnaire. Although the sample is small, keeping in mind the few numbers of managerial
women in Pakistan, it may be considered as representative of the total population. A biographic
profile of the managerial women in the private sector in Pakistan was developed. The findings
lay to rest some of the stereotypes associated with managerial women. Unlike her western
counterpart, she does not pay the price of a career at the cost of personal family commitments.
The profession is still the domain of the “westernized upper middle class woman”. The chance of
getting a managerial level position increases if women would have been to English medium
schools. This is a significant finding as not all citizens of Pakistan have access to English
medium schools.
Key words: Survey, Profile, Biographic information, Women, Management, Pakistan.
Paper accepted for presentation at the Oxford Business and Economics Conference,
June 22-24, 2008, St Hugh’s College, Oxford University, England.
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1. INTRODUCTION
Women managers are a minority group within the total population of managers. (Place, 1979)
in spite of research advocating that world over the number of working women in general and
managerial women in particular is increasing; USA (Jacobs,1992;Duehr and Bono,2006,p 815),
Taiwan,(Cheng et al, 1993) Japan,( Steinhoff & Tanaka,1993)Indonesia,(Wright et al, 1993)
Israel, ( Izraeli, 2001), UAE(Abdulla, 1996),or India(Nath,2000). This phenomenon is true for
Pakistan as well. In 2003-2004 the percentage of women in the occupational group; legislators,
senior official and managers was 1.4% of the female occupation statistics.(Table 4).This
calculates to approximately 122,000 women within the total population of 160 million people.
Given the absolute numbers of women getting education and specifically higher
education in Pakistan,( Table1,2,3), more female participation in the work force in
Pakistan( Table5,6 ) and female unemployment rates dropping.( Table 7) it was important to
compile a useful biographic information profile of managerial women in the private sector in
Pakistan.. The personal background information of current managerial women could give a
direction as to who is likely to become a managerial woman. Profiles of male managers have
been developed for use in early identification of male talent. It was important to explore the
different categories previously used in male samples (Super,1960; Mahoney et al,1964;
Nash,1965; Baehr & Williams,1968; Johnson and Dunette,1968; Pinder and Pinto,1974; Bull,
1975,1976)as well as female samples( Tangri, 1972; Wolfsen,1976).These categories included
demographic data such as age, marital status, education, family background, parental
encouragement,
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employment
history,
self-image,
4
current
designation.
Demographic
2008 Oxford Business &Economics Conference Program
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characteristics have been used as variables in psychological research ( Zedeck et al 1984) and on
outcomes such as performance, satisfaction, turnover, selection and leadership( Blau,1985;
Parsons and Liden,1984; Steckler & Rosenthal,1985).
2. SIGNIFICANCE OF THE STUDY
The purpose of this study, was to look at managerial professional women in the private
sector in Pakistan in 2004 and build a biographic profile, simultaneously finding empirical
evidence to prove or disprove the stereotypes usually associated with women in Pakistan and
women in managerial positions internationally.
By “professional” it was meant, women who had been trained for managerial positions by
virtue of their education, in particular women who had received business education degrees.
However, getting a degree does not mean that all these women will be gainfully employed at
managerial positions in the private sector. A number of them opt for marriage, further education
and other professions. Only a small minority join the managerial ranks.
With this purpose in mind, organizations that had in the past employed women from
business educational institutions were contacted. The intention was to see what types of women
were opting for managerial professions in the private sector, whether there were any trends
regarding their social, economic, educational backgrounds which would help predict the kind of
women who were likely to pursue a managerial career. Consequently this empirical study would
give a clear picture of the biographical profile of the managerial woman. The intention was to
see if the profile had altered radically for professional managerial women between 1988 and
2004 and how different was it from the western professional managerial woman. The intention
was neither to generalize nor to stereotype the women of Pakistan. Before proceeding further it is
important to get a background of the environmental context.
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3. BACKGROUND
Pakistan geographically comprises of four regions or provinces; On the western side
North West Frontier Province(NWFP) borders Afghanistan, Baluchistan borders Iran, and on the
eastern side Punjab and Sind border India. Pakistan has a Population of over 160 million.
48 % of the population consists of women. The HDI( Human Development Index) for Pakistan is
0.551, which gives Pakistan a rank of 136th out of 177 countries with data. (Human
Development Report, 2005).The HPI-1(Human Poverty Index) represents a multi-dimensional
alternative to the $1 a day (PPP US$) poverty measure. The HPI-1 value for Pakistan, 36.2, ranks
77th among 108 developing countries for which the index has been calculated (2005). Pakistan’s
GDI value (Gender Development Index), 0.525 should be compared to its HDI value of 0.551.
Its GDI value is 95.3% of its HDI value. Out of the 156 countries with both HDI and GDI values,
151 countries have a better ratio than Pakistan's. Pakistan ranks 82nd out of 93 countries in the
GEM( Gender Empowerment Measure), with a value of 0.377. The facts speak for themselves.
Women in Pakistan generally face a difficult environment. “Along with high population growth,
the consequence is that women are forced to remain tied to their fertility and their biological
role. This situation sets into process its own cycle of malnutrition, anemia, overwork since
childhood, early marriage, a constant demand for babies, pregnancy related illness and often
death. This adds more to the maternal morbidity and mortality graphs. Although the picture is
beginning to change now, this is happening far too slowly” (Hussain, et.al., 1997).
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3.1 Culture and Women:
The Pakistani culture is a subset of the Islamic Arab culture heavily influenced by the
Hindu religions’ practices and norms. Mumtaz and Shaheed (1987) wrote an apt description of
the Pakistani woman:
“Depending on her geographical location, a Pakistani woman can find herself in a tribal,
feudal or urban environment. She can be a highly qualified and self-confident professional, or a
self-effacing peasant, toiling alongside her men folk; she can lead a highly cloistered life cut off
from all decisions and information in the urban-lower middle class ghettos of respectability or in
the wide expanse of the nomadic regions, or she can be a central figure of authority in the
limited circle of influential women in government and business circles. The Pakistani women
then, are a myriad creature of whom a single image does not suffice. To talk of Pakistani women
is in fact to talk of groups of women-of clusters of similarity in a disparate reality.” In their book,
they listed a number of factors influencing the Pakistani woman’s life (Mumtaz and Shaheed,
1987)
1. In the NWFP and Baluchistan, life is strictly governed by a rigid code of tribal beliefs
and patterns of behavior. Any departure from the norm can result in extreme
consequences including death. Women by and large have no say in any aspect of life
including marriage. Separations and divorces or widowhood does not change her status as
property of husband’s family.
2. In Sind and Punjab, links to own family remain. In rural areas women are more visible as
they work in fields. Departure from social norms is treated less drastically. In urban areas
women have access to schools, universities and jobs. However, these women are in
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minority, whose privileges stem from their class background and all attendant
opportunities.
3. A girl in Pakistan is conditioned to think of marriage as her only purpose in life. She is a
visitor in her father’s house and must eventually settle in her “own home” . Her main
asset is her reproductive ability.
Shah’s research( 1986) concludes that the Pakistani woman sees herself primarily in the
parental role. “She is considered inferior and is a source of guilt and agony at birth as
compared to the birth of a boy.” Marriage is looked as security and women will do
anything to avoid divorce as it is frowned upon. In most cases, it is the man who divorces.
The husband is the key to a woman’s identity.
4. Working women are generally portrayed negatively, accused of neglecting house and
children.
5. Education is not considered a priority for girls. Given a choice between sending a son or
daughter to school, most would opt for the son. Literacy rate for women in Pakistan is
one of the lowest in the world. There is a cultural bias against educating girls.
6. There is a generally poorer health of females as compared to males. This is reflected in a
higher mortality rate of women than men. Women go through a high number of
pregnancies, miscarriages, anemia, and death during child birth.
7. The institution of “purdah”(veil) serves as a symbol of the family’s respectability,
religiosity, and high status. The “purdah” or veil is predominant among the feudal
families of Punjab and Sind and the tribal areas of Balochistan and NWFP. In the urban
areas, the lower middle class uses it to differentiate from the working class. The practice
of purdah carried a high positive value in Pakistan. The 1968-69 study found a strong
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positive association between purdah observance and the family’s socio-economic status.
(Shah and Bulatao, 1981)
8. Decent women are expected to remain within the confines of the house or emerge from it
completely covered. Family honor is dependent on chastity. Enclosing women physically
within a house reduces the burden of protecting them from men. Those who venture out
may suffer from verbal or physical harassment.
9. In order to minimize interaction between sexes of the same class all public activity is
highly segregated. These include schools, colleges, now even universities of education,
women’s bank, female post offices and female police stations.
Historically various laws have been enforced, some to protect women; Shariat Law,
1948(property inheritance) Family Law ordinance 1961,(right to divorce and children). The
Dowry and Bridal Gifts (restrictions) Act 1976, and some to discriminate, the Hudood Ordinance
1979, the Law of Evidence, and the Qisas and Diyat ordinance. These laws “have served to
legally enforce discrimination against women, and ensure their subservience by giving legal
cover to the existing culture of fear” (Hussain et al 1997). However, these laws were amended
during Mr Musharaf’s regime.
3.2 General Employment and Women:
According to Government of Pakistan statistics, women’s participation in the labour force is
low (Labour Force Survey, 2005:CPR & RPR,). A review of literature on Pakistani women
reveals that the most common reasons for women not being employed (Khan 1989) are:
1. Society does not accept women working
2. The jobs in the industry involve “heavy” work which women supposedly cannot do.
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3. Since unemployment among men is so high, women should not “take away” what jobs
may be available.
4. Employing women is a big “hassle” since women need to be “looked after”
5. Women cannot do irregular or shift work
6. Employing women causes “social” problems
7. Men have ego problems when it comes to being supervised by women.
According to Khan, if women are employed they are assigned gender specific roles, gender
specific jobs; jobs that also tend to be on the lowest rung of the employment ladder and usually
require the least skills. Seldom in positions of authority, even when they are qualified, they are
usually paid less, and usually kept on temporary basis or on a piece-rate basis.
“The fact that women are kept in the least skilled positions has little to do with their lack of
necessary skills, but is the result of a society that is, uniformly and unconditionally patriarchal”.
(Khan 1989).
A study of factory workers (Akhtar 1988-90) found the following
1. Women workers were hired across industries because they did the job better. Women
were more productive and efficient or at least the same as male workers. They were
docile, flexible and willing to work at cheaper rates. These were the important reasons for
preferring women for certain jobs in factories. 49% of the management stated that they
followed an explicit policy of discrimination when hiring women workers. Either woman
were not hired (38%) or such information was used to negotiate lower wages.
2. The most pressing problem with women workers in terms of importance was

Women workers reluctance to work late

Demand for transportation
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
High turnover of women workers when they got married

Effect of family problems on productivity and work

Inability of management to communicate as women cry when scolded.
The problems that they do have are the female-male disparity in terms of wages and
promotions. Male incomes (or single incomes)are no longer sufficient for the family to subsist on
therefore more and more women will have to look for work and the lower class will be looking
towards factories. (Khan 1989)
3.3 Professional employment and women:
In 1961, women held only half of the 1% of the possible administrative jobs in Pakistan.
(Hafeez, 1982).During that time there were certain formal barriers to women seeking jobs in
offices like Ministry of Foreign Affairs, but such restraints were removed in the
administrative reforms of 1972. Now women have the opportunity to compete for jobs in the
foreign service and are encouraged to compete for senior posts in Government ministries as
well as district management. They are now found in greater numbers at all levels of society
(Parliamentarians, Pakistan air force pilots). In 1982, out of 65 women contracted by Hafeez,
43 provided data which was gathered by means of a detailed questionnaire, informal
interviews as well as observations.
The women interviewed in that study represented a cross section of organizations. The
organizations included the departments of the government, the university, the television
corporation, the broadcasting corporation, advertising agencies, travel agencies, banks,
newspaper agencies and research organizations. The women chosen from these organizations
were directors, planning officers, heads of academic departments, accountants, senior copy
writers, sales managers, assistant directors, and assistant chiefs, executive house-keepers of
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hotels, programme and script officers of the television Corporation, programme producers and
assistant commissioners. The findings were as follows:
1) Most of the women interviewed had upper middle-class backgrounds.
2) Nearly 50% were married to professionals
3) The majority of them were university graduates. Quite a number of them had foreign
training as well. (Page 79)
4) A representative sample of women from all age groups appeared unintentionally.
5) With the exception of the Baluchis and Pathans, all other ethnic groups emerged in
this study.
6) 48.8% were Syeds which are high on religious ladder too.
7) The majority of these women had entered directly into senior administrative positions
and experienced little occupational mobility. 46.5% had never changed their jobs.
8) The income level of the women interviewed varied as well with the majority of them.
(Page 80)
9) Equal pay for equal positions existed and that there was no discrimination in this
particular area.
10) Nearly half the women were married. The majority had 3 children. Most women had
been able to accommodate the pressure of marriage, children and their jobs. (Page 81)
11) A fairly large percentage of women experienced an early interrupted career pattern.
They acquired degrees, got married and had children before they took up a
profession.
12) An even larger percentage of women in this study experienced a late interrupted
career pattern, of these 27.2% assumed a career soon after completing their education.
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They got married while working experienced a gap because of child-bearing and then
resumed their work. Some of them had higher and longer foreign training. One
possible reason could be that some women had delayed their achievement needs and
avoided interference or interruption with the smooth development of the formative
years of their professions. ( Page 84 )
13) Very few had uninterrupted career patterns. They acquired degrees after marriage and
had children and started working.
14) None of the women acquired their degrees after marriage without first having
children. One plausible explanation lies in the cultural expectations from Pakistani
society where marriage and motherhood for a woman are valued more than her
services. (Page 85)
A later study conducted in 1988 ( Sathar & Kazi) on 70 professional married women in
the formal sector( as part of a larger study:the other two groups, lower level professionals and
women from poor households) found them to be highly educated. Nearly 95% had at least a
bachelors degree, were better paid(Mean monthly income from Rs 3,103 to Rs 6,142) and in
higher status jobs. Their standard of living was better. The husbands were also high level
professionals and their family income fell in the top bracket of Rs 7,000 or more per month.
They had more consumer durables, lived in permanent dwellings with access to gas and water,
owned cars and had smaller household size (mean 4.8 persons). The majority of the women
entered the labor market in pursuit of a career or for their personal fulfillment. A larger
proportion of women( 78%) worked before marriage. This was considered an important spell
indicating a commitment to work and a career orientation. The mean age for starting work was
23 years. They entered education and remained in work with little or no interruptions for
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marriage or motherhood (76%). They considered breaks to adversely affect upward mobility.
The ethnic background was also important as disapproval of work was more marked in case of
Sindhis, Baluchis and Pathans vs. Punjabis and Urdu-speaking households. Women’s
employment did not interfere with domestic responsibilities. Only 21 % of the professional did
all the household chores themselves. Child care was generally under the supervision of a female
relative, even where households could afford domestic servants. Educated women from
relatively well off households were more likely to come from families with working women.
4. THE SURVEY AND PROCEDURE
Over 152 companies (who were registered with the Placement Offices of two business
schools of Lahore) were contacted, in Pakistan’s three major cities, to find out if they were
employing females at managerial levels. Out of these, 87 organizations informed us that women
were working at managerial levels. Packets of questionnaires were sent to Head of Human
Resources according to the numbers intimated. The Human Resource Department circulated
these questionnaires which were all in self addressed envelopes to all women working at
managerial levels in their organization. A total of 805 questionnaires were sent out. Response
rate was 29.19%.Type of organizations shown on Table 8.
Participants completed a questionnaire packet consisting measures obtained from self report
questionnaires. The respondent designations are shown in Table 9.
The questionnaire was in English as English language is taught as primary medium of
instruction in all universities. Most of the managerial women had more than 14 years of formal
English Education. (Table 10). Consequently, there were no issues of translation.
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The questionnaire was split into 4 broad sections. The fourth section explored personal and
demographic details of the respondents and the roles and attitudes of certain key figures in their
lives (see Annexure 2).
5. RESULTS AND DISCUSSION
5.1 Education and Primary medium of instruction
Educational level is a strong predictor of career achievement in both men and
women.(Walsh and Osipow,1983). In a study (White et al, 1997) successful women as a group
had high levels of education. Some research also connects higher level of education of working
women with high work commitment. (Haller & Rosenmayr,1971).In the Pakistani sample, even
though the questionnaire asked different levels of education, none of the women had education
of less than bachelors while 84% had a masters degree or above. (Table 11). The less than 30
years age group had greater numbers of Masters and Professional degrees with the majority, 94%
coming from English medium schools. This figure is significant. The national language of
Pakistan is Urdu and the official language is Urdu and English. The education system consists of
two streams. Urdu medium, where Urdu is taught as the first language and English is taught from
grade six and English Medium where English is taught from the start. Language planning by the
government of Pakistan has been inconsistent .Foreign languages like Persian, Arabic have been
experimented with. Now the federal government has declared English compulsory in all public
and private schools as part of education reforms.
However the parallel school systems have left their impact. “English language, in
Pakistan is an identity marker, a tool of vertical social mobility, and a means to access
prestigious jobs in the country and abroad. Whether pleasant or horrid, it is a rampant reality.
Quite a lot has been said about English in Pakistan and some genuine research has solidly
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established this actuality. Thus, if English is not taught at all schools as a compulsory subject
from grade one, it will create social class differences between English and Urdu medium
education. In fact this phenomenon is already well spread and has shown its effects which, in
addition to other problems, has resulted in social disharmony.” Schiffman,2006. In our study
very few of the women employed in the private sector came from Urdu medium
backgrounds.( Table 12). Cross tabs revealed some interesting findings. It seems that Urdu
medium maybe the reason for lack of progression to senior positions. These women are highly
educated( including a doctorate) and age wise contain a number of respondents above 40
years.(Table 13)Because the data was categorical, chi-square analysis was used in the initial test
(Annexure 3). Chi square tests at the 5% significance level showed that the primary medium of
instruction significantly affected the current designation. Chi square tests at the 1% significance
level showed that the primary medium of instruction significantly affected the household income
and at 5% significance level affected the current gross salary. On the other hand the same tests
showed no significant impact of education, city, marital status, organization, children, husband’s
education, father’s education on designation or salary.
5.2 Age, Order of birth and Parent- Child Relationship
There seems to be a trend for women to enter the managerial workforce as depicted by
the numbers. 50% of the total managerial women surveyed were young women. (Figure 1) These
women tended to fall in the 21- 30 year category. This usually means that they started work
immediately after the Masters programme. Of the total sample, 40% of the women were the
eldest child in the family. The predominance of first born is consistent with other
research( White et al,1997; Rapoport and Rapoport, 1971).First born children generally receive
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more attention, are often pushed harder to achieve and given responsibility of younger brothers
and sisters early in life.(Mussen et al, 1979)
Age is positively correlated with job involvement( Hall & Mansfield,1975;Hall &
Rabinowitz,1977). 86% of the older women (40 years and above) had positions of middle
management and top management and were significantly more positive in their self-perceptions
regarding their success as managers.
In a study in England the majority of the successful women identified one parent as being
more influential and most identified strongly with the father. (White et al,1997). Our
findings(Table 14)are consistent with the White et al study. Cross tab of the Pakistani women
managers’ education level and role models confirms that women with higher education have
parents as role models. The attitude of the parents is pre-dominantly positive.(Table 15).The role
of parents for women managers in gender atypical jobs is critical in educational attainment ( Betz
&
Fitzgerald,1987;Lemkau,
1979).This
educational
attainment
can
advance
confidence(Rosenberg, 1979) and is a significant predictor of confidence. Women
atypical jobs have higher self confidence than other working women(
self
in gender
Bachtold and
Werner,1970,1972 ; Constantini & Craik ,1972; Lemkau,1983) whereas some research has found
no difference between male and female managers self confidence.( Aldermann,1987; Bachtold &
Werner,1970,1972; Chusmir, Koberg & Stecher,1992; Jagacinski 1987; Tharenou & Conroy,
1988) . Ragins and Sundstrom(1989) explained one of the reasons for women’s promotion to
powerful positions include personality aspects such as self confidence. It is interesting to note the
self perceptions of these managerial women. (Table 16) although overall high, was slightly
higher for older women.
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5.3 City of Employment and Formative Years
Nearly 86% of the respondents spent most of their developmental /formative years in the
metropolitan areas i.e Karachi and Lahore and 11% spent their formative years in cities i.e
Sialkot, Faisalabad, Hyderabad, etc.(Figure 2). This is in keeping with research on establishment
of self-identity as large cities present “the challenge of complex and extensive stimuli” whereas
the small town is “comfortable and less challenging”.( Place,1979).
It seems that different cities in Pakistan draw women in professions specific to their
historical forces, development trends and socio-cultural conventions.(Hafeez,1982)The
proportion of women in these professions is reported to be much higher in Karachi than in any
part of Pakistan. Unlike other cities, “a woman in a big city like Karachi is less restricted in her
physical movements. The women in medium sized cities of Pakistan are slow to emerge from
seclusion.” (Hafeez, 1982). Therefore it was reasonable to find that 57% were working in the city
of Karachi and 32% in the city of Lahore.(Figure 3) The fact that most of them happened to be
living in Karachi is also not surprising as it is the commercial and financial center for the country
with most MNC’s headquartered there. As Karachi city is dominated by Urdu speaking ethnic
group, majority of the women also belong to that group. Culturally Urdu speaking and Punjabi
are less conservative so the findings that 44% of the women belonged to Urdu speaking
background and 34% to Punjabi speaking background is also consistent.
56% of the women were employed by private multinational and 25% by local companies.
We can conclude that there is a trend for multinationals to hire women. Adler 1994 states,
“ Because the corporate culture of transnational firms is not coincident with the local culture of
any particular country, transnational have greater flexibility in defining selection and promotion
criteria that best fit the firms needs rather than those which most quickly mimic the historic
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patters of a particular country. Said simply transnationals can and do hire local women
managers even in countries in which the local companies rarely do……Transnational often act
as role models for firms in many countries which have not seriously considered promoting
significant numbers of women into managerial positions.” (p,25)
5.4 Marital Status, Motherhood and Division of Labour.
Many researchers have reported lower rates of marriage and parenthood among successful
managerial women.(Gilson and Kane,1987;Henning and Jardim,1977;Bailyn,1990;Carter and
Glick,1970;Boardman et al,1987;Etzion,1987;Gomez,1985). On the other hand some studies
(Cole, 1988; Beatty,1996; White et al,1997) have supported the opposite. 30% ,of the under the
age 30 years, were married and 75.7% of the 40 years and over age group were or had been
married.(Table 17). National statistics indicate a range of 97-99 % married in this particular age
category. One of the reasons for the lower marital rate could be that women have difficulty in
managing family life and career as executive women. In the developed countries, they are
thirteen times as likely to be single/separated/divorced or widowed (Parasuraman et al
1993).Women who advance as managers are less likely to be spouses or parents ( Davidson and
Copper 1983,1987; Ragins and Sunderstorm, 1989; Alban Metcalfe, 1987;Rowney and
Cahoon,1990; and Tharenou and Conroy,1988.) However in Pakistan most women have stayed
married.(Table18) This is in keeping with her socialization of the conjugal role( Shah, 1986)
Family life can create more demands on women( Paisey and Paisy 1995) The presence of
children creates conflicting goals for careers and mother hood resulting in creating guilt and
shame( Sederer and Seidenberg, 1976;) negative impact on career progression( Levine,
1977;Marshall & Jones, 1990), lower job satisfaction, greater intention to quit( Burke &
McKeen,1993)greater perceived stress( Lundenberg et al 1994, Tigey, Kiger & Riley,
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1996;Anderson and Leslie, 1991, Barnett and Baruch, 1985).Chances of women dropping out of
the work force after having a child are high.( Miree & Frieze’ 1999, Schneer & Reitman, 1997).
Women move from full time to part time employment( Felmlee,1984) and leave jobs because of
preschool children ( Rosin and Korabik,1990).
Parents who are trying to meet career goals along with family commitments do suffer
from stress which ultimately affects their careers. ( Gutek,Stromberg, & Larwood,1988;
Larwood and Gatticker,1987;Nieva & Gutek, 1981; Olson, Frieze & Detlefsen,1990; Rosin &
Korbaik, 1990: Roskies& Carrier, 1994; Stohs, 1992; Thompson & Blau, 1993;Williams &
Alliger, 1994). Some women as a result decide to stay childless or delay becoming a
mother( Olsen et al 1990;Ruggiero &Weston,1988;Wilke,1981; Kelly ,1991). A study in Israel,
Germany, United States and Japan ( Harpaz & Fu, 1997) found that women “assigned lower
importance to the centrality of work in their lives than men.” Research has shown that this is
because of women’s concern regarding participation in the family role (Gati et al 1995; Larson et
al, 1994; Phillips and Imhoff, 1997) thereby hinting at dropping out of the work force after the
arrival of children. However in Pakistan most of the married managerial women had
children.(73%). 57% of women between the ages of 25-34 and 25% of women mangers between
35-44 are childless( Parasuraman et al 1993). In Pakistan, 35% of the managerial women
between the ages of 26-35 were childless, and 7% of the women mangers between age 36-45
years are childless. The number of children ranged from 1 to 5. (Table 19)
It is interesting to compare the mean number of children born to managerial women in
the 21-30 age category (Mean=1) and 30 and above category( Mean=2)( See Figure 4) with the
national statistics given on Table 20 where the mean in the 30 years and above category ranges
from 3-6 children.
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Most of these managerial women had young children(Table21) and as a result would be
suffering from more stress( Sekaran, 1985). However these women have employed various
methods to cope. Males receive greater workplace support ( Piltch, Walsh, Mangione & Jennings,
1994) or depend on workplace support to reduce stress( Geller & Hobfoll, 1994; Pugliesi &
Shook, 1998)whereas women rely on support networks of family and friends ( Piltch et
al,1994).In Pakistan the primary support emotionally comes from parents, husband and in-laws
re-endorsing her view of the kin role( Shah,1986).Therefore the attitude of husbands (Table
22)and in-laws( Table 23) has an impact. Supportive spouses are important in reducing women’s
role conflict (Poloma,1972). Women’s stress tends to manifest itself easily in emotional
outcomes such as anxiety and depression rather than physical response as noticed in
men( Cleary,1987;Howard,1984; Jick and Mitz, 1985).Those dual career couples whose spouses
supported each other, experienced lower stress and higher job and marital satisfaction( Bedeian
et al,1986).A research confirms that senior level women did not lose support from husbands as
they moved up the ladder. ( Beatty,1996).
Family responsibilities for women in Taiwan means childcare, housework and dealing
with husband and in laws( Cheng and Liao, 1985, P 64).House work is often taken care of by a
housemaid( Chen et al 1985). However women often feel guilty for not giving enough time to
children and have had a tough time getting husband and in-laws to accept the changing
roles.( Tang, 1988). Adler( 1993) conducted interviews with thirty women executives in
Malaysia, Singapore and Thailand. The senior women managers had live-in household help,
extended families and grown up children and the lower and middle managers “appreciate”
getting help from their organizations. e.g. flexi time, company car etc. In England the partners of
successful women do not help with child care or household chores therefore majority of these
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women employ home help. ( White et al,1997). Like the global managerial women ,the Pakistnai
managerial women relied on maids as part of the child care support system and household
support (Table 24) which is in keeping with previous studies ( Sathar & Kazi,1988) There is also
evidence to prove that women and their mates are more likely to restructure their individual
work and family commitments rather than exit the work force when facing work/family
conflict( Karambayya & Reilly, 1992).
5.6 Socio-Economic Status: Parental/Husbands employment and education
Higher social-economic status is related to stronger career orientation and
innovation.(Burlin, 1976). Most of the women in the Pakistani sample also belonged to a higher
social class. The husband’s occupation and education afforded status to married women and
father’s occupation/education afforded status to the unmarried women.
Both the parents were well educated. 84.7 % of the fathers had a bachelors degree or
above. Fathers occupation ranged from professionals 35% (Accountants, doctors, engineers,
lawyers, architects) 20%, business owner ( owner of a business, small medium or large) 12.2%,
private Service (employed in the private sector) and 24%, Government Service ( employed by
the government or armed forces of Pakistan) . 60.5 % of the mothers had a bachelors degree
and above. 75% of the mothers were housewives while 15% held full time job and 10% part time
jobs. Significantly the less than 30 years age group of women’s parents were more highly
educated and had professional occupations.
96 % of the husbands’ highest educational attainment was Bachelors degree and above.
Husband’s occupation ranged from professionals, 75.9%, to business owners and employees in
private and government sector. This is in keeping with previous studies (Sathar & Kazi,1988)
Of the managerial sample 53.1% current monthly household income was between
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Rs 70,000/- and Rs 200,000/-( Table 25) whereas the average monthly household income of
Pakistan is Rs 13,371/-( HIES,2004-5) and the Socio-Economic Classification class A1 has an
average household income of Rs 25,000/-( AcNeilsen 2005)
6. LIMITATIONS AND CONCLUSION.
The primary limitation is that the sample size may be argued to be too small. However
keeping in mind the few number of managerial women in Pakistan, the population size is small,
therefore the sample may be considered as representative of the total population.
In a study conducted in 1986 in USA ( Heidrick and Stuggles), the typical corporate
officer in this study was a 44 years old white protestant woman, married and childless. She had
one or more mentors, was likely to have earned an advance degree and was greatly satisfied with
her career progress and her job. However, this achievement had come at a high personal cost;
whether to marry, whether to have children, success of marriage, parental effectiveness and
social/personal relationships.
According to this study the profile of the average professional woman manager in 2004,
is that she lives and works in a metropolitan city of Pakistan, probably Karachi, is the eldest
child of Urdu speaking ethnic background, employed by an MNC, highly educated, fluent in
English, around 30-35 years of age. There is a high probability that if she is married she has one
or two children who are school going. She comes from a higher social class and her household
income will be above Rs 70,000/- per month. She depends primarily on maids for household and
child care. Her husband is a well educated, professional. Both her husband and in-laws are
supportive of her job but the driving force seems to be the parents.50% of the women identified a
parent as a role model. Both parents are well educated and the father is most likely to be a
professional or government employee. Therefore the profile of professional women between
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1988 and 2004 has not changed drastically in Pakistan. Nor does it seem that the Pakistani
managerial woman “pays the price” of a career at the cost of personal family commitments
unlike her western counterpart. The Pakistani woman professional manager in the private sector
seems to have the best of both worlds in an environment which most people in the developing
world would label as difficult.
The results of the study, some may argue give a skewed and unrealistic picture of the
Pakistani women. However, women in Pakistan are at different levels of emancipation which
vary with the nature of the communities in which they live and the level of urbanization or
industrialization of the communities (Hafeez, 1982).Therefore the picture of the average
managerial woman in the private sector may be different from that of the managerial woman in
the public sector, may be different from the female office worker or the female factory worker or
the female farm worker or even the average housewife. Despite the quality of change that has
been taking place, the question still remains about what Pakistani women actually do and what
they could do if given the chance. This study should lay to rest some of the stereotypes, one of
them being managerial women quit jobs after having children. A significant number are working
while having young children, what ever may be the myriad of underlying causes, thereby proving
empirically what they can do.
Secondly, it seems that the managerial profession is still the domain of the “westernized
upper middle class woman” and the office worker is “lower middle class woman”. ( Mirza,1997)
She predicts that the “rapid integration of the lower middle class women into the urban labor
market, is very likely to shake the existing gender order of society”. Keeping women out of the
labor market has been a status symbol of this conservative section of Pakistani society whose
world is pervaded by “segregation of the life worlds of men and women”. However, because of
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worsening economic conditions these women are reorienting their education towards market
oriented education that is opening doors to well paying jobs. These include secretarial, technical
office jobs( drafts woman, computer operators, designers etc).This trend is visible in the Labour
force survey 2003-4 (Table 2). The proportion of women in this occupation is higher than the
proportion of men.
In conclusion, this study answers the question of who is likely to become a managerial
woman in the private sector in Pakistan. The future managerial women will come from two
streams of Pakistani society. The existing trend of managerial women belonging to the upper
middle class of Pakistan will continue. In fact, the managerial level of the female workforce will
be dominated by these women who have highly educated parents, in professional occupations
(upper middle class) and have been to English medium schools and are highly educated.
The second stream will comprise of the “lower middle class” office workers who will
eventually move into managerial ranks because of their “commitment” to their organizations; a
phenomena which will occur as a result of economic necessity resulting in longevity of service
rather than the organizational commitment per se. However unless these women are highly
educated,( which can occur during their careers by either attending managerial training courses
or evening MBA programmes) and have English medium education, they will retire at middle
management levels at best.
Does this mean that if a woman belongs to the lower middle class she will not be able to
go as far as the woman from a higher socio-income group? The key lies with “the fluent English
medium, highly educated” woman. If urban parents, especially fathers( the main role model),
make sure that their daughters attend English medium schools and are fluent in the language and
attain professional managerial degrees, the chance of getting a managerial level position, no
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matter what the social background, increases. This is not a prediction dictated by social needs
rather the law of demand and supply.
The requirement of the global managerial job market is the right educational
qualifications and the ability to communicate globally. English just happens to be the most
widely used language in the workplace internationally. The basic requirements for entry into
managerial levels in Pakistan for both men and women are the same. Therefore logically supply
should be based on the requirements of demand. Given the global economic situation and the
rising inflationary pressures, the Pakistani society is going be forced to accept women in the
workplace. However the difference between the woman in the workplace and managerial
women, who have a chance of crossing the middle management boundaries in the private sector
organizations in Pakistan, will be the deliberate choice of school level education in English and
then a high level education . Here the burden lies on the government to provide English medium
education to all, thereby providing a level playing field to all its citizens or alternatively on
parents to pay the price of an expensive English medium school education.
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ISBN : 978-0-9742114-7-3
Sekaran,U. (1985).The paths to mental health: an exploration of husbands and wives in dualcareer families, Journal of Occupational Psychology, 58 (2), 129-137.
Shah, Nasra M., and Elizabeth A. Bulatao, (1981), Purdah And Family Planning In Pakistan
Interntional Family Planning Perspectives 7 (1) 35-36
Shah, Nasra M., Alam, I.; Awan, A. & Karim. M, (1986). Pakistani Woman; Socio-Economic
and Demographic Profile.Pakistan Institute of Development Economics Islamabad and East
West Population Institute,Hawaii.
Steckler, N.A., & Rosenthal, R, (1985). Sex Differences In Nonverbal And Verbal
CommunicationWith Bosses, Peers, And Subordinates. Journal of Applied Psychology, 70: 157163.
Steinhoff And Tanaka,(1993). Women Managers In Japan. Int. Studies of Mgt. & Org., 23,(2)
25-48 M.E Sharpe, Inc.,
Stohs, J. (1992). Career patterns and family status of women and men artists. Special
section:Work and family concerns. Careers Development Quarterly, 40, 223-233.
Super, D.E.(1960). The biographical inventory as a method of describing adjustment and
predicting success. Bulletin of the International Association of Applied Psychology, 9, 13-39.
June 22-24, 2008
Oxford, UK
40
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
Tang, Wen-huei. (1988)." Gao Zhiye Chenjiu Funu De Giating Yu Shiye" [The Families and
Careers of High Achieving Women]. Master's thesis, Graduate Institute of Sociology, National
Taiwan University, Taipei,
Tangri, S.S. (1972). Determinants of occupational role innovation among college women.
Journal of Social Issues, 28(2), 177-199.
Tharenou, P., & Conroy, D.K. (1988). Opportunities for and barriers to managerial role
attainment. In G. Palmer (Ed). Readings in Australian personnel management: 179-221.
Sydney:Macmillan.
Thompson, C., & Blau, G. (1993). Moving beyond traditional predictors of job involvement:
Exploring the impact of work-family conflict and overload. Journal of Social Behavior and
personal, 8, 635-646.
Tigey, H., Kiger, G., & Riley, P. (1996). Juggling multiple roles. Social Science Journal, 33,
183-191.
Walsh, W.B. and Osipow, O.H. (1983), Handbook of Vocational Psychology, 1, Lawrence
Erlbaum, Hillsdale, NJ.
June 22-24, 2008
Oxford, UK
41
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
White, Barbara. Cox, Charles. Cooper C.L.(1997). A Portrait Of Successful Women. Women in
Management Review, 12., 27-34.
Wilke, J. (1981). The trend of delayed parenthood. Journal of Marriage and the Family, 43,
583-591.
Williams, K., & Alliger, G. (1994). Role stressors, mood spilover and perceptions of work
family conflict in employed parents. Academy of Management Journal, 37, 837-868.
Wolfson, K.P. (1976). Career development of women. Journal of Counselling Psychology, 23,
119-125.
Wright, L & Crockett Tellei, V. (1993). Women In Management In Indonesia , Int. Studies of
Mgt. & Org., 23,( 4), 19-45. M.E. Sharpe, Inc.,
Zedeck, S., & Cascio, W.F. (1984). Psychological issues in personnel decision. Annual Review
of Psychology, 35, 461-518.
June 22-24, 2008
Oxford, UK
42
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
ANNEXURE 1-A : Tables On Pakistan.
Table 1: Pakistan Sex ratio:
Males
Males
Males
Males
Females
Area/Period
1998
2001Census 2002
20032004
All
108
107
105
Half yearly
2005-2006
(July Dec)
104
100
Rural
106
106
104
103
100
Urban
112
110
108
107
100
Table 2: Female Literary Rates
Area/Period
1998
2001Census 2002
20032004
Pakistan Total
32.0
36.9
39.2
(% )
Half yearly
2005-2006
(July Dec)
40.1
Rural
20.1
25.4
26.6
28.5
Urban
55.2
59.3
62.5
61.7
Table 3: Distribution of population 10 years of age and over by level of education
and sex
(%)
EducationLevel/Period 2001-2002 2003-2004
Females.
20032003-2004
Females
Females
Half yearly
2004
Total
2005-2006
Male
(July Dec)
No formal education
0.5
0.5
0.2
0.7
0.6
Below Matric
25.4
26.0
26.6
41.1
33.7
Matric but less than
Intermediate
Intermediate but less
than degree
Degree and above
6.5
2.6
7.0
7.3
12.3
9.7
3.1
3.3
4.7
3.9
2.6
2.7
4.9
3.8
1.9
June 22-24, 2008
Oxford, UK
43
2008 Oxford Business &Economics Conference Program
Literate
ISBN : 978-0-9742114-7-3
39.2
40.1
63.7
51.6
60.8
59.9
36.3
48.4
100
100
100
100
(Labour Force Survey)
36.9
Illiterate
63.1
100
Total
Table 4: Distribution of employed with respect to major occupational groups (%)
Legislators,
senior official
and Manager
Professional
Technicians ,
associates
&professionals
Clerks
Service workers,
Shops, market,
Sales Workers
Skilled
agriculture &
Fishery
Workers
Craft & related
Trade workers .
Plant and
machine
Operators,
assemblers
Elementary
Unskilled
occupations
20012002
Female
1.9
20032004
Female
1.4
2005-2006
Half yearly
July-Dec
1.8
2003-2004
Male
2003-2004
Total
13.5
11.5
2.5
9.5
1.9
8.7
1.4
7.5
2.0
4.1
2.0
4.9
0.3
1.3
0.2
0.8
0.3
0.6
1.9
6.1
1.6
5.2
44.3
48.4
51.4
32.2
34.9
14.9
14.3
14.1
16.2
15.9
0.2
0.1
0.3
4.5
3.7
25.1
24.2
22.6
19.5
20.3
(Labour Force Survey)
Table 5: Age specific activity (participation) rates by sex for Pakistan.
(%)
Age group/
20012003Half yearly
20032003Period and Gender
2002
2004
(July Dec)
2004
2004
Female
Female
2005-2006
Male
Total
Female
10-14
6.3
6.7
10.2
18.5
12.8
15-19
13.8
14.5
18.2
59.0
37.4
20-24
15.9
18.0
21.6
85.7
51.5
June 22-24, 2008
Oxford, UK
44
2008 Oxford Business &Economics Conference Program
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60 + .
15.9
16.3
19.5
20.4
20.0
18.6
14.5
11.4
17.7
19.1
20.9
22.6
20.9
21.06
18.6
12.9
ISBN : 978-0-9742114-7-3
21.7
25.9
26.8
24.9
28.3
22.6
25.7
15.2
96.2
96.3
97.7
97.0
96.5
94.5
89.7
58.4
Table 6: Distribution of employed in major industry divisions
Major
20012003Half yearly 2003-2004
Division/Period
2002
2004
(July Dec)
Male
Female Female 2005-2006
Female
Agriculture forestry, 64.6
67.3
69.9
38.1
Hunting and fishing
Manufacturing
15.2
14.7
14.0
13.5
%
2003-2004
Total
Construction
0.3
0.3
0.3
7.0
5.8
Whole sale + Retail
1.9
1.7
1.8
17.5
14.8
0.1
0.3
6.9
5.7
15.8
13.5
14.8
15.0
0.1
0.2
2.2
1.9
Transport Storage & 0.4
Communication
Community Social & 17.4
Personal Service.
Others*
0.2
55.6
55.3
59.0
60.1
59.8
58.1
55.9
38.7
43.1
13.7
* Others includes mining & quarrying, electricity, gas & water, financing, insurance, real estate
& business services and activities not adequately defined.
Table 7: Unemployment female rates
Age
2001-2002
Annual
2003-2004
10 Years and over
10-14
15-19
20-24
25-29
30-34
35-39
16.5
17.7
20.5
20.5
12.9
9.6
8.2
12.8
10.4
14.9
15.0
12.5
7.4
7.2
June 22-24, 2008
Oxford, UK
45
Half yearly
2005-2006 (July
Dec)
9.7
7.0
11.3
9.4
7.4
4.7
5.4
2008 Oxford Business &Economics Conference Program
40-44
45-49
50-54
55-59
60
8.2
7.9
18.2
31.8
45.5
ISBN : 978-0-9742114-7-3
4.8
9.5
12.2
20.7
36.1
4.6
6.5
13.7
20.9
36.0
ANNEXURE 1-B: Tables based on findings of survey on 207 Managerial Women in
Pakistan.
Table 8: Type of Organization
Which one of the following best describes your
%
organization?
Private Local
24.4
Private Multinational (MNC)
56.1
Semi Government
16.1
(such as PIA, WAPDA)
Non-profit Organization
3.4
(NGO, CBO, etc.)
Table 9:Current Designation
Officer /Management Trainee
% of
women
under the
age of 30
years
18.4
% of
women
over the
age of 40
years
2.2
% of
women
employed
in
MNC’s
6.14
% of
women
in the
total
sample
10.3
Assistant Manager
37.8
11.1
34.21
32.4
Senior Manager/Manager/AVP
40.8
53.3
46.49
42.2
Deputy General Manager/VP/SVP
3.1
20.0
7.89
10.8
Current Designation
June 22-24, 2008
Oxford, UK
46
2008 Oxford Business &Economics Conference Program
General Manager/EVP/SEVP
ISBN : 978-0-9742114-7-3
13.3
5.0
4.4
Chief Executive
0.0
Table 10: Years of Formal English Education of the Managerial Women
How many years of formal
English language education
have you received in
schools/colleges?
% of
women
over the
age of
40 years
% of
women
employed
in
MNC’s
% of
women
in the
total
sample
Less than 14 years
% of
women
under
the age
of 30
years
28.8
30.0
20.93
24.9
14 years
10.6
25.0
16.7
16.0
15 years
5.3
7.5
8.3
5.3
16 years
26.6
30.0
30.6
34.0
More than 16 years
28.7
7.5
23.47
19.8
Table 11: Highest Educational Attainment
Please indicate your highest educational
attainment
Bachelors
Masters
Professional (MBBS, BSc Engg., CA, etc.)
Doctorate
June 22-24, 2008
Oxford, UK
% of
women
under the
age of 30
years
14.0
58.0
28.0
47
% of
women
over the
age of 40
years
26.1
50.0
21.7
2.2
% of
women
employed
in
MNC’s
20.0
56.5
23.5
% of
women
in the
total
sample
16.5
55.8
27.7
0.5
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
Table 12: Primary Medium of Education and age
What was the primary
medium of instruction in
your school?
Urdu medium
% of women
under the age
of 30 years
6
% of women
over the age
of 40 years
21.7
% of women
employed in
MNC’s
7.8
% of women
in the total
sample
11.7
English medium
94
78.3
92.2
88.3
Table 13: Primary Medium of instruction and designation.
Urdu
Officer
Assistant Senior Manager Deputy General
/Management Manager /Manager/AVP Manager/VP/SVP
Trainee
8.3
54.2
37.5
General
Manager/EVP/
SEVP
10.1
5.0
Medium
English
29.6
43.0
12.3
medium
Table 14:Role Model
Yes
45.7
57.8
% of
women
employed
in MNC’s
54.1
No
54.3
42.2
45.9
Did you have a role model as a
child or as a young person?
June 22-24, 2008
Oxford, UK
% of women % of women
under the age over the age
of 30 years
of 40 years
48
%% of
women in
the total
sample
47.4
52.6
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
If yes, please specify what was your
%
relationship with the role model?
Teacher
2.4
16.7
6.8
6.7
Father
31.7
8.3
27.1
23.6
Mother
22.0
16.7
20.3
20.2
Grand Father
7.3
8.3
8.5
6.7
Parent
4.9
4.2
3.4
6.7
Table 15:Attiude of parents towards job
Please indicate your parents attitude
towards your job
Extremely discouraging
%
Strongly discouraging
.5
Slightly discouraging
2.5
Slightly encouraging
6.6
Strongly encouraging
18.3
Extremely encouraging
71.6
.5
Table 16: Self Perceptions of women managers
% of
women
under
the age
of 30
years
Self -Perceptions
Agree Slightly/ Agree Strongly/Agree Very
strongly %
June 22-24, 2008
Oxford, UK
49
% of
women
over
the age
of 40
years
% of
women
employed
in
MNC’s
% of
women
in the
total
sample
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
I am a very successful manager
75.6
84.2
78.94
81.80
People think I have achieved decent success in my
83.6
84.8
86.84
85.30
career.
Table 17: Marital Status
status
% of
women
under the
age of 30
years
% of women
over the age
of 40 years
% of women
employed in
MNC’s
%% of
women in the
total sample
Single
69.7
26.1
48.2
48.1
Married
30.3
52.2
44.7
45.1
21.7
7.1
6.8
Please indicate your marital
Widowed /Divorced /Separated
Table 18: Number years married
Please indicate the number of years that you have
been married?
Less than 5 years
% of women in the
total sample
18.3
5-10 years
12.9
11-20 years
12.9
More than 20 years
6.9
Not Married
49.0
Table 19: Number of Children
Please indicate the number of children you have
One
Two
Three
Four
Five
June 22-24, 2008
Oxford, UK
50
%
18
17.4
7.9
.6
.6
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
Table 20: Marital status with number of children.
% of Women ever married in 2005-2006
Mean number of Children born
Age
Urban
Rural
Total
Urban
Rural
Total
20-24
38
60
52
.5
.8
.7
25-29
77
87
83
1.8
2.2
2.1
30-34
93
95
95
3.1
3.6
3.4
35-39
98
97
97
4.2
4.7
4.6
40-44
98
97
97
4.8
5.6
5.3
45-49
99
98
99
5.4
6.0
5.8
Over all
60
68
65
2.1
2.5
2.3
Total fertility rate was 3.9 children for woman of reproductive age 15-49 Years in 2003
Total fertility rate was 3.8 children for woman of reproductive age 15-49 Years in 2005-.
Table 21:Age wise categories of children
How many of your children fall in the
following categories?
Infants/toddlers
%
School going
20.8
College going
10.1
Working
4.8
13.5
Table 22: Husband’s attitude towards job.
Please indicate your husband’s attitude
towards your job.
Strongly discouraging
1.1
Slightly discouraging
5.3
Slightly encouraging
12.6
June 22-24, 2008
Oxford, UK
51
2008 Oxford Business &Economics Conference Program
Strongly encouraging
26.3
Extremely encouraging
54.7
Table 23: In-laws’s attitude towards job.
Please indicate your in-laws attitude
towards your job
Extremely discouraging
%
Strongly discouraging
2.3
Slightly discouraging
8.0
Slightly encouraging
23.9
Strongly encouraging
27.3
Extremely encouraging
37.5
1.1
Table 24: Child care and Household support system
Which, if any, of the following
child care support system do you
use? (Tick as many as apply)
Maids/Servents
%
Own Parents/Sisters
18.4
In-laws
11.6
Child Care Center
1.0
Baby Sitters
1.4
Husbands
3.4
June 22-24, 2008
Oxford, UK
20.3
52
ISBN : 978-0-9742114-7-3
2008 Oxford Business &Economics Conference Program
Table 25: Current household monthly income
In which of the following brackets does
your current monthly household income
fall?
Rs 10,000 – 39,999
Rs 40,000 – 69,999
Rs 70,000 – 99,999
Rs 100,000 – 129,999
Rs 130,000 – 169,999
Rs 170,000 – 199,999
200,000 or above
Own Parents/Sisters
18.9
In-laws
11.2
Husband
6.3
Not applicable
31.6
% of
women
under
the age
of 30
years
31.2
16.1
16.1
10.8
14.0
8.6
3.2
FIGURES
June 22-24, 2008
Oxford, UK
Which, if any, of the
%
household chores
support systemISBN
do you
: 978-0-9742114-7-3
use?
Maids/Servants
55.3
53
% of
women
over
the age
of 40
years
24.4
22.0
24.4
7.3
9.8
9.8
2.4
% of
women
employed
in
MNC’s
% of
women
in the
total
sample
24.3
15.0
16.8
13.1
15.9
6.5
8.4
27.6
19.3
17.2
13.0
8.3
5.2
9.4
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
Age Range of the Managerial Women
30
25
20
Series4
Series3
Series2
Series1
Percentage 15
10
5
0
21 – 25
26 – 30
31 – 35
36 – 40
41 – 45
Age Brackets
46 – 50
51 – 55
56 – 60
Figure 1: Age Range of the managerial women.
In which of the localities have you spent most of your years
100
80
60
40
Percent
20
0
Village
Town
Cit y
Met roplit an
In which of the following localities have you spent most of your develop
Figure 2: City of Formative Years
.
June 22-24, 2008
Oxford, UK
54
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
What is the city in which you are currently working?
70
60
50
40
30
Percent
20
10
0
Karachi
Isamabad
Lahore
6
Hyderabad
8
7
9
What is the city in which you are currently working?
Figure 3: City of work.
40
30
Please indicate the
1
20
2
3
Count
10
4
5
0
9999
21 - 25
31- 35
26 -30
41- 45
36 - 40
51 - 55
46 - 50
56 - 60
Please indicate the age bracket in which you fall?
Figure 4: Cross tabulation of managerial women (age wise) and number of children.
June 22-24, 2008
Oxford, UK
55
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
ANNEXURE TWO.
Section Four
This section is about basic demographic data about you and your family.
110.
In which of the following localities have you spent most of your development/ formative
years? (Tick only one).


111.
Town (Rahim Yar Khan,
Nowshehra, etc.)


City (e.g.: Sialkot, Faisalabad,
Hyderabad, etc.)
Metropolitan Areas
(i.e.: Karachi, Lahore)
What is the city in which you are currently working?


112.
Village
Karachi
Lahore


Islamabad
Other. (Specify __________________)
Which one of the following best describes your organization?

Private Local


Private Multinational

Semi Government
(such as PIA, WAPDA)
Non-profit Organization
(NGO, CBO, etc.)
113.
How many years of formal English language education have you received in
schools/colleges? ___________________ (please give number of years)
114.
What was the primary medium of instruction in your school? (Tick one)


Urdu medium
English medium
June 22-24, 2008
Oxford, UK
56
2008 Oxford Business &Economics Conference Program
115.
Please indicate your highest educational attainment?




116.
Masters
Bachelors
Professional (MBBS, BSc Engg., CA, etc.)
Doctorate


Single
Married
Divorced
Separated
Widowed
Not applicable
Please indicate the number of children that you have? _______________

119.
Intermediate
Matric
Please indicate the number of years that you have been married? ____________ years

118.



Primary
Please indicate your marital status?



117.
ISBN : 978-0-9742114-7-3
Not applicable
How many of your children fall in the following categories? Please specify the number
in each category.
Infants/toddlers
School going
College going
Working

Not applicable
June 22-24, 2008
Oxford, UK
57
2008 Oxford Business &Economics Conference Program
120.
Which, if any, of the following child care support system do you use? (Tick as many as
apply)




121.

In-laws
Child Care Center
Baby Sitters
Husband
Not applicable
Maids/Servants
Own Parents/Sisters


In-laws
Husband
Not applicable
First in a family of _________
Second in a family of ___________
Third in a family of ___________
Fourth in a family of ___________
Fifth in a family of ___________
Other (please specify) ______________
Did you have a role model as a child or as a young person?

124.
Own Parents/Sisters



Please specify the order of your birth?
o
o
o
o
o
o
123.
Maids/Servents
Which, if any, of the household chores support system do you use? (Tick as many as
apply)


122.
ISBN : 978-0-9742114-7-3
Yes

No
If yes, please specify what was your relationship with the role model? (e.g., teacher,
relative, grand mother, etc.) ________________________________
June 22-24, 2008
Oxford, UK
58
2008 Oxford Business &Economics Conference Program
125.
Please indicate the highest educational attainment of your father.




126.
Matric
Bachelors
Professional (MBBS, BSc
Engg., CA, etc.)




Primary
Intermediate
Masters
Doctorate
Illiterate
Matric
Bachelors




Primary
Intermediate
Masters
Professional (MBBS, BSc
Doctorate
Engg., CA, etc.)
Please indicate your mother’s predominant working status in one of the following
categories.


128.
Illiterate
Please indicate the highest educational attainment of your mother.




127.
ISBN : 978-0-9742114-7-3

Housewife
Full-time job
Part-time job
Please indicate the highest educational attainment of your husband.




129.
Illiterate
Matric
Bachelors
Professional (MBBS, BSc
Engg., CA, etc.)




Primary
Intermediate
Masters
Doctorate
What is/was your father’s occupation?
_______________________________________
June 22-24, 2008
59
Oxford, UK
2008 Oxford Business &Economics Conference Program
130.
ISBN : 978-0-9742114-7-3
What is your husband’s occupation?
________________________________________
131. Please indicate your husband’s attitude towards your job (circle appropriate number
below).
Extremely
Discouraging
1

132.
Extremely
Encouraging
2
3
4
5
Not applicable
Please indicate your in-laws attitude towards your job (circle appropriate number below).
Extremely
Discouraging
1

133.
Extremely
Encouraging
2
3
4
5
Please indicate your parents attitude towards your job (circle appropriate number below).
1
Extremely
Encouraging
2
3
4
5
6
In which of the following brackets does your current monthly household income fall?




135.
6
Not applicable
Extremely
Discouraging
134.
6



Rs 10,000 – 39,999
Rs 40,000 – 69,999
Rs 70,000 – 99,999
Rs 100,000 – 129,999
Rs 130,000 – 169,999
Rs 170,000 – 199,999
200,000 or above
Please indicate your ethnic background?

Urdu speaking
June 22-24, 2008
Oxford, UK

60
Pashto
2008 Oxford Business &Economics Conference Program



136.
Punjabi
Sindhi
ISBN : 978-0-9742114-7-3


Baluchi
Kashmiri
Other (please specify) _______________________
Please indicate the age bracket in which you fall?




21 – 25
26 – 30
31 – 35
36 – 40




41 – 45
46 – 50
51 – 55
56 – 60
Thank you for your assistance in this research project.
June 22-24, 2008
Oxford, UK
61
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
Annexure Three.
Cross Tabulation 1: Current designation and medium of instruction.
What was the primary medium of instruction in your school? * V13A1NEW Crosstabulation
Count
V13A1NEW
2.00
1.00
What was the primary
medium of ins truction
in your s chool?
Urdu Medium
Englis h Medium
Total
3.00
Total
2
13
9
24
18
53
108
179
20
66
117
203
Chi-Square Tests
Value
5.904 a
5.574
Pears on Chi-Square
Likelihood Ratio
Linear-by-Linear
Ass ociation
N of Valid Cases
2
2
Asymp. Sig.
(2-s ided)
.052
.062
1
.147
df
2.102
203
a. 1 cells (16.7%) have expected count les s than 5. The
minimum expected count is 2.36.
Cross Tabulation 2: Household income and medium of instruction.
What was the primary medium of instruction in your school? * hhnew Crosstabulation
Count
hhnew
2.00
1.00
What was the primary
medium of ins truction
in your s chool?
6
3
22
Englis h Medium
40
30
99
169
53
36
102
191
Chi-Square Tests
Value
17.101a
17.895
16.772
2
2
Asymp. Sig.
(2-s ided)
.000
.000
1
.000
df
191
a. 1 cells (16.7%) have expected count les s than 5. The
minimum expected count is 4.15.
June 22-24, 2008
Oxford, UK
Total
13
Total
Pears on Chi-Square
Likelihood Ratio
Linear-by-Linear
Ass ociation
N of Valid Cases
3.00
Urdu Medium
62
2008 Oxford Business &Economics Conference Program
ISBN : 978-0-9742114-7-3
Cross Tabulation 3: Current gross salary and medium of instruction.
What was the primary medium of instruction in your school? * urdu medium current gross
salary Crosstabulation
Count
urdu medium current gros s salary
7000 to
20001 to
20000
50000
above 50000
What was the primary
medium of ins truction
in your s chool?
Urdu Medium
Englis h Medium
Total
6
11
7
24
19
64
99
182
25
75
106
206
Chi-Square Tests
Pears on Chi-Square
Likelihood Ratio
Linear-by-Linear
Ass ociation
N of Valid Cases
Value
6.990 a
6.621
6.941
2
2
Asymp. Sig.
(2-s ided)
.030
.037
1
.008
df
206
a. 1 cells (16.7%) have expected count les s than 5. The
minimum expected count is 2.91.
June 22-24, 2008
Oxford, UK
Total
63