초록 ▼

Ⅰ. 서 론
1. 연구의 목적 및 필요성
○ 한국 여성들의 노동시장 참여는 지속적으로 증가해 왔으나, 우리나라 여성들의 관리자 진출은 여전히 어려움을 보임
○ 이코노미스트지가 매년 선정하는 유리천정지수에서 한국은 29개 국가 중 최하위를 기록하고 있음. 특히 민간 기업 임원과 관련한 지표에는 가장 점수가 낮게 측정
- 여성들이 지속적으로 노동시장에 참여한다 하더라도 괜찮은 일자리로의 진입이 매우 어려우며, 비록 일자리 진입에 성공했다 할지라도 경력직으로의 승진이나 경력개발에 매우 큰 장애가 있다는 것으로 해석됨

Ⅰ. 서 론
1. 연구의 목적 및 필요성
○ 한국 여성들의 노동시장 참여는 지속적으로 증가해 왔으나, 우리나라 여성들의 관리자 진출은 여전히 어려움을 보임
○ 이코노미스트지가 매년 선정하는 유리천정지수에서 한국은 29개 국가 중 최하위를 기록하고 있음. 특히 민간 기업 임원과 관련한 지표에는 가장 점수가 낮게 측정
- 여성들이 지속적으로 노동시장에 참여한다 하더라도 괜찮은 일자리로의 진입이 매우 어려우며, 비록 일자리 진입에 성공했다 할지라도 경력직으로의 승진이나 경력개발에 매우 큰 장애가 있다는 것으로 해석됨.
- 특히 우리나라 여성들의 30･40대 임신, 출산･육아기의 경력단절은 여성들이 지속적인 경력개발트랙에서 벗어나게 하는 주요 요인이 되며,결과적으로 여성들의 관리자급으로의 진출 등 사회 여러 분야의 여성대표성을 갖기 어렵게 하고 있다고 할 수 있음.
○ 여성관리자패널은 한국사회의 직장 내 조직문화, 여성에 대한 성차별적 관행 및 일･가정 양립과 관련하여 변화를 꾸준히 조사하였으며 관리자여성 개인을 추적함으로써 지난 10년간의 한국사회의 변화 및 여성들이관리자로 성장하는데 성장 및 장애요인과 사회, 직장, 가정 내 인프라의역할과 의미를 분석하는데 주력
- 본 연구는, 유리천정의 문제, 여성의 경력단절과 관련한 기업과 사회의 역할 등에 대해 여러 분야 학자들이 지속적인 관심을 가지고 자료를 활용했으며, 일･가정 양립 및 여성 대표성과 관련한 정책을 기획하는데도기초자료로써의 역할을 해왔음.

2. 연구 방법 및 내용
○ 2019년의 여성관리자패널 연구의 가장 중요한 목적은 2007년부터 2018년까지 여성관리자패널의 성과와 한계를 분석하고 향후 패널의 방향성과 주요연구내용을 확정하는데 있음
○ 기존패널의 존속 여부 및 방식, 이탈자 추적 정도, 조사문항 구성등의 답을 얻기 위해 주제별 11회의 전문가 포럼과, 1차례의 심포지움을개최함
○ 향후 2020년 이후 여성관리자패널 사업의 새로운 방향성과 목적, 연구문제, 연구방법을 새롭게 고민하는 해로써 본 보고서는 이런 연구진의 고민을 담아 작성

(출처 : 연구요약 5p)

Abstract ▼

Korean Women Manager Panel has continuously surveyed changes in organizational culture of Korean work places, gender discriminatory practices against women, and juggernaut between work and family. By performing longitudinal studies on female managers, the panel has strived to analyze how the Korean

Korean Women Manager Panel has continuously surveyed changes in organizational culture of Korean work places, gender discriminatory practices against women, and juggernaut between work and family. By performing longitudinal studies on female managers, the panel has strived to analyze how the Korean societyhas changed over the last decade, what success and barrier factors have affected for women to get promotion to manager position, and which role and meaning they have had in society, work place,and family. The women manager forum believes that such striving efforts produced diverse meanings and achievements. In particular, multidisciplinary researchers have utilized the panel’s data to explore the role of businesses and society with regard to womenrelated issues, including of glass ceiling and career interruption.
Those materials have served as underlying information for the preparation of polices that were designed to help women strike a balance between work and family and related to womenrepresentativeness.

Recently, changing labor markets called for various changes to the women manager panel’s planning and operation where some ofits early days’ practices are still found. Labor market network changes, including of the fourth industrial revolution, have triggeredmanagers to alter their identity, and existing as well as emerging industries are in need of a brand new type of administrators.

Through thorough examination on those panel data that finished collecting in 2018, until the seventh wave, the 2019 manager panel study largely focuses on ways of redesigning the manager panel for the years to come. For that, it examined the problem of the current panel, the need of additional panel for lost one, and theissue of analytical data that cannot be sufficiently utilized for women manager representativeness study. To that end, a total of 11 expert forums by topic and one symposium were held on various themes: whether or not to continue with the existing paneland how to operate it; how far the tracing of quitters from the panel would go; which questions to survey, among others.

Regarding academic accomplishment up to now, the panel released 75 research outcomes in academic conferences andsymposiums, reported 63 papers published by academic research foundations, and held six symposiums and two academic conferences. All of these demonstrate that the panel’s activities and outcomes have been useful and practical. Moreover, diverse policy studies cited the result of women manager panel’s research or utilized its raw data to understand different issues, for example, low birth rate, women representativeness, and female manager education, and make relevant proposals. The panel can be said to have been providing basic data to the women manager representativeness through research support. But, still, there aresome limitations: the panel regards those sitting at levels of assistant manager as managers; it took disproportionately greater portions of data from the initial four industries (the manufacturing, the wholesale and retail, the financial, and the enterprise service), with which those studies began in 2007, though the coverage already expanded to all industries in 2012. In addition, there are relatively higher panel drop-out rates. This is because Korean women in their 30s see their career interrupted, which leads to quitting from the panel. The fact that their panel cannot be replaced with another, unlike household panel, brought about tracing failure and rejection, and this largely increased suchquitting rates. All of these deem limitations that hinder the panelfrom being maintained.

A new survey on the women manager panel, soon to be formed,was conceived out of the recognition of the dire reality thatthough women take more than 20% of managerial positions, they still just end up in occupying a meager 2.3% of executive status. In its first round, the survey rather put focus on the process before women becoming managers and the process of their becoming managers. In the second round, it will investigate the process of women managers walking towards higher managers or executives as well as other influential factors, including individual’s capability and social relation, career development and management, and gender discrimination and barriers. In addition, in order to moreclearly analyze and better utilize the result of the second round survey, those involved plan to build a new panel and conduct another survey on male managers. On top of that, they want to complement and modify survey methodology for a better research management. Women managers will be defined as those whose position is manager or above, and, for the purpose of comparison analysis, survey on male managers will also be carried out.
Furthermore, survey interval could be changed into one year, with the current survey form divided into two modules. Through this, in two-year rotation, the first year can investigate a set of survey details and items, and the second execute another set of surveyquestions and analysis details.

Besides, instead of the existing data source of KIS-line, the business database of Nice Information Service Co., Ltd, the study will use the directory of a national business survey of Statistics Korea as a sampling source. Doing this makes it available to examine more companies than before and renders it easier to secure a samplinggroup of women whose position is manager or above.

Investigation details will be changed in consideration of how well survey is used and which environmental change takes places in the labor market. Major changes that are anticipated in the coming days are as follows. 1) The questionnaire for those who transfer to other work place will use that for those retained at the time of survey.

2) A person in charge of human resources of the company from which a job transfer takes place will be chosen as an object ofinvestigation and thus will be surveyed.
3) The questionnaire for male managers will use the same question and format with that for those retained at the time ofsurvey.
4) Add questions that ask about respondent’s experiences while on the path to her current position and in relation to career development.
5) Regarding questionnaires for those who will not pursue career, those who will run a startup, and those who will work in not-specified careers, a follow-up study was planned to be conducted only once before termination. Another questionnaire for drop-outs will ask common questions, and respondents will check theircurrent situation only.
Changes in questions were made in the following ways.
- First, questions which deemed not practical in terms of the policy and academic perspective were modified into other women manager panel questions, or removed.
- Second, questions which were important at the time of development, 10 years ago, yet became minor issues were replacedwith other questions.
- Third, in case that questions were designed in such a way that brought in unreliable results, they were redesigned so that respondents could answer more reliably.
- Fourth, in case that subjective scale questions which had been put to reliability test showed low credibility, details of them were reviewed. Those in a same category and judged as not exclusive toeach other were modified, or removed.

(출처 : Abstract 210p)

목차 Contents

• 표지 ... 1
• 발간사 ... 4
• 연구요약 ... 5
• 목차 ... 26
• 표목차 ... 28
• 그림목차 ... 31
• 부표목차 ... 32
• Ⅰ. 서 론 ... 33
• 1. 연구의 목적 및 필요성 ... 34
• 2. 연구 방법 및 내용 ... 36
• Ⅱ. 1기패널의 성과와 한계 ... 39
• 1. 1기 여성관리자패널조사의 추진 경과 ... 40
• 가. 여성관리자패널조사의 목적과 의의 ... 40
• 나. 여성관리자패널조사 추진 경과 ... 41
• 2. 1기 여성관리자패널조사의 성과 ... 46
• 가. 학술적 성과 ... 46
• 나. 정책적 성과 ... 59
• 3. 1기 여성관리자패널조사의 한계 ... 61
• 가. 관리자 정의 및 표집에 의한 지속성 한계 ... 61
• 나. 여성관리자패널 유지 ... 68
• 4. 소결 ... 89
• 가. 추진 경과 ... 89
• 나. 1기 여성관리자패널조사 성과 ... 90
• 다. 1기 여성관리자패널의 한계 ... 91
• Ⅲ. 2기 패널의 구성과 기획 ... 92
• 1. 2기 패널 구축의 방향 ... 93
• 2. 여성관리자에 대한 새로운 정의 ... 94
• 3. 남성관리자 조사 추가 ... 98
• 가. 남성관리자 조사의 필요성 ... 98
• 나. 남성관리자조사 추진경과 ... 98
• 다. 여성관리자 vs 남성관리자 비교 주요 결과 ... 100
• 라. 과거 조사에서의 문제점 ... 112
• 4. 조사 방법 변경 ... 114
• 5. 새로운 패널 표본 구축의 방법 ... 117
• 가. 여성관리자 패널 구축 표본추출틀 변경 ... 118
• 나. 남성관리자 조사 구축 방안 ... 120
• 6. 2기 패널 구축을 위한 표본설계 방안 ... 124
• 가. 모집단 ... 124
• 나. 표본설계 방안 ... 129
• 다. 가중치 산출 ... 135
• 7. 2기 패널 모집단 조사와 설문지 사전조사 ... 136
• 가. 모집단 현황 조사 ... 136
• 나. 설문지 사전조사 실시 ... 138
• 8. 소결 ... 152
• Ⅳ. 2기 패널 조사 내용의 변화 및 방향 ... 155
• 1. 조사문항 변경의 필요성과 배경 ... 156
• 2. 구체적 설문내용 변경 과정 ... 159
• 3. 주요설문내용 변경현황 ... 165
• 가. 인사담당자 대상 설문 영역 ... 166
• 나. 관리자 대상 설문 영역 ... 173
• 4. 소결 ... 186
• 참고문헌 ... 188
• 부록 ... 196
• 부록: 여성관리자패널 1~7차 주요 추이 - 탈락 및 거절 요인 중심 ... 197
• Abstract ... 210
• 끝페이지 ... 215