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Using a proprietary dataset containing personnel records on over 22,000 full-time, non-unionized employees from a large Canadian firm with nationwide operations from 1996 to 2000, this paper explores the incidence of promotion for women and racial minorities. The findings show that women and racial minorities are less likely than their white male counterparts to be promoted. For both white women and minority women, the disadvantage is most severe at the lower rungs of the organizational hierarchy, lending support to the "sticky floor" hypothesis. Significant promotion disadvantages occur for white women, visible minority women, and visible minority men at the middle ranks of the organization, and visible minority men continue to experience a promotion disadvantage at the highest organizational levels.
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Using data from the 2011 National Household Survey, the present analysis seeks to provide a recent estimate of aboriginal/non-aboriginal earnings disparities for a sample of employees who work full-time, full-year. Wage gaps are estimated and decomposed at the mean for several aboriginal identity groups as well as those living on- and off-reserves. consistent with previous research, the results of the present analysis find earnings disparities are, in general, larger for aboriginal identity respondents (i.e. those who identify themselves as aboriginal persons), as opposed to those who report having aboriginal ancestry, but who do not identify as aboriginal persons. among aboriginal identity groups living off-reserve (First Nations, Métis and Inuit), First Nations experience the largest earnings inequality, followed by Inuit males and Métis. aboriginal identity respondents living on-reserve experience by far the largest earnings disadvantage of all the groups considered in the analysis. the study concludes by discussing the implications of the findings for future research, with an emphasis on the importance of addressing the potential role of discrimination in labour markets.
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This paper explores the correlates of career satisfaction among Canadian managers, professionals and executives, specifically the career satisfaction experience of both visible minority and non-visible minority immigrants. Survey data collected from over 13,000 managers, professionals and executives in 43 Canadian organizations were analysed using the ordinary least squares multiple regression technique. Results indicate that immigrants experience lower career satisfaction than native-borns and visible minority immigrants have lower career satisfaction than non-visible minority immigrants. Employee and employer characteristics, objective employment outcomes and subjective perceptual measures were found to be positively associated with career satisfaction for immigrant and native-born respondents.
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Using recent survey data, this paper examines the career satisfaction of white/Caucasian and visible minority managerial, professional and executive employees in the information and communications technology and financial services sectors in corporate Canada. Black, South Asian and Chinese employees were less satisfied with their careers than white/Caucasian employees, but to varying magnitudes--with Black employees being the least satisfied. About 58% to 82% of the differences in career satisfaction scores, depending on the particular ethnic group, can be accounted for by factors included in this paper. Of the unexplained portion, most of the differences in career satisfaction between white/Caucasian and minority groups are attributable to higher returns to white/Caucasian employees' human capital and demographic characteristics.
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