Careers in the Dutch civil service: A gender perspective
International Review of Administrative Sciences: an international journal of comparative public administration , Volume 75 - Issue 3 p. 493- 507
This article focuses upon gender differences in the satisfaction with career opportunities of civil servants in the Netherlands. Women have become better represented at all levels in the Dutch civil service in recent years, but they are still underrepresented in the higher level positions. Nevertheless, women are slightly more satisfied with their career opportunities than men are and they seem to be increasingly so. Their relatively positive evaluation of extrinsic aspects of their work situation is one of the explanations of this finding, as is their higher intrinsic work motivation compared to that of men. It is suggested that the career orientations and aspirations of women better fit the changing context of career formation in the Dutch civil service and the accompanying new psychological contract. Points for practitioners The Dutch civil service has set ambitious targets with respect to the representation of women at all levels in the service, but insight into the determinants of women's careers in the public sector is still very scarce. The findings in this article show that there are gender differences in the weighting of intrinsic and extrinsic aspects of the work in evaluating one's career opportunities. Besides, the article may assist human resource management practitioners in anticipating the impact of changing career trajectories on the career satisfaction of male and female civil servants.
|Career opportunities, Civil service, Gender, Human resource management, Work orientation|
|International Review of Administrative Sciences: an international journal of comparative public administration|
|Organisation||Department of Public Administration|
Groeneveld, S.M. (2009). Careers in the Dutch civil service: A gender perspective. International Review of Administrative Sciences: an international journal of comparative public administration, 75(3), 493–507. doi:10.1177/0020852309337685