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Appendices: Methodological Procedures | Survey Instrument | Focus Group Protocol
Citation: Toth, E.L. and Aldoory, L.
(2001). Year 2000 gender study. Report of the Committee on Work, Life and
Gender Issues. New York: Public Relations Society of America. Available at
http://PR-education.org/prsa2000genderstudy.htm.
Web-ster's Note: The survey reported here was conducted in early 2000, and followed by focus groups conducted in six cities. The content of the Appendices
have been reformatted slightly for publication on the web.
This study was funded, in part, by a grant from the Public Relations Society of
America.
The recent PRSA Salary Survey reported that the current demographic in the profession is 70% women and 30% men. This reflects a steady increase of women entering public relations over the past 20 years, and a possible influence on how public relations is perceived. Due to this, PRSA initiated a series of trend studies starting in 1990. This report summarizes the findings from the Year 2000 Gender Study, and compares it to the findings from a similar study conducted in 1995. In 2000, we studied issues that were still of concern after five years: salary, a glass ceiling for women, hiring, sexual harassment, roles, and job satisfaction.
With salary, a significant difference exists between men and women, where men average about $17,000 more than women. We found that this gender difference remained even after years of experience, age, job interruptions and education were accounted for.
In terms of promotion, we found that participants are more unsure now than they were five years ago about the existence of a glass ceiling for women. Participants did agree that women are still hired for more technical positions than managerial ones. This finding coincided with our analysis of roles, where we found that women were doing more technician tasks, and men were doing more managerial tasks. In 2000, both women and men are mixing managerial and technical tasks, where in 1995, only women seemed to be doing it all. With job satisfaction, men were more satisfied than women with their income and their autonomy on the job. Over time, women have become more satisfied with such factors as job security, whereas men showed greater satisfaction with opportunities for advancement.
We introduced two new topics for the 2000 study, leadership traits and perceptions about work and family balance. Participants believed that good leaders did not use rewards as incentives, challenged traditional ways, and practiced participative management. Participants also agreed that employees with children face barriers other employees do not. Women more strongly believed that it was harder for them than for men to juggle work and family. Finally, we also found that participants who have no children believed that public relations employees with children at home produced less quality work.
Some of the data, such as those on the glass ceiling and hiring, show promise for changing the face of public relations. However, the salary discrepancy illustrates the need for continued vigilance in the field and increased awareness about discrimination. This report ends with some suggestions for PRSA from participants in the focus groups, and some steps for future action.
In general, the average participant was a 40-year-old, married female with a bachelor's degree who has worked in public relations for a little over 13 years. The average, overall salary equaled $60,935 (Please see Tables 1 and 2 for demographics from the 1995 and 2000 study and for both males and females).
In addition to demographics, the survey questionnaire categorized questions around key topics of interest to PRSA membership. Some topics were studied in 1990 and 1995 and, therefore, were topics for the 2000 study: salaries and perceptions about salary; perceptions of hiring; the glass ceiling and perceptions about promotions; sexual harassment; roles and responsibilities; and job satisfaction. Two topics were added for the 2000 study: perceptions about leadership, and issues of work and family balance.
After the survey was completed and findings were analyzed, we shared the findings with focus group participants to obtain more in-depth understanding. Below we summarize the findings from the surveys and focus groups (please see Appendix A for details of the methodological procedures and instruments used for the study).
2000 Data
Overall, the average salary for survey participants totaled $60,935. There was a significant difference in salary between men and women, where men's average was higher than overall average and women's was a little lower: average salary for men was $73,700, and average salary for women was $56,000 (Please see Table 3 for salary differences by gender and by year).
When looking at median salary, or the middle point in salary range, there was still a significant difference of $17,000. Men's median salary was $65,000 and women's median salary was $48,000.
The findings revealed that years of public relations experience and job interruptions accounted for some of the salary differences found between males and females. Of particular note, however, statistical tests showed that even when years of experience, job interruptions, age and education level were accounted for, gender still made a significant impact on salary where men still made significantly more than women. Age and education level were found not to be significant factors at all in the salary difference.
Table 1: Percentages for gender, race and education by year and gender. Variables % N Gender 1995 661 Male 36.5% Female 63.5 2000 853 Male 28.9 Female 71.1 Race 1995 595 White, European American 95.0% Black, African American 2.2 Hispanic, Latino .3 Asian, Pacific Islander .7 Native American 1.8 2000 781 White, European American 89.1% Black, African American 3.3 Hispanic, Latino 1.9 Asian, Pacific Islander .6 Native American 1.0 Mixed and other ethnicities 4.1 Education 1995 661 High school or less .6% Some college 4.1 Bachelor's degree 63.3 Master's degree 29.2 Doctoral degree 2.7 2000 853 High school or less 0.0 Some college 2.7 Bachelor's degree 64.0 Master's degree 30.3 Doctoral degree 3.0
Table 2: Means for salary, age, and years of experience by year and gender. Variables Mean N Salary 1995 Total $53,253.79 638 Male 64,585.96 229 Female 46,912.09 408 2000 Total $60,935.15 779 Male 73,706.35 216 Female 56,058.56 562 Age (In Years) 1995 Total 39 618 Male 44 211 Female 37 406 2000 Total 40 812 Male 45 228 Female 38 583 Years of PR Experience 1995 Total 13.49 657 Male 17.34 239 Female 11.28 417 2000 Total 13.47 828 Male 17.44 240 Female 11.85 588
Looking at perceptions of salary, men were significantly more satisfied with their income as a public relations practitioner than women were. Also, men disagreed that women receive lower salaries for doing comparable work, while women slightly agreed with this statement. 1995 vs. 2000
The average salary for participants in 1995 equaled $53,250, with men's average being $64,585 and women averaging $46,912. Looking across time, there was a statistically significant increase of almost $10,000 in average salaries for women, but not for men (see Table 3).
The median salaries across time between men and women also continued to be sizably different. In 1990, men made $18,000 more than women; in 1995, there was a $15,000 difference; and the year 2000 resulted in a $17,000 difference in median salaries.
In terms of perceptions across time, there were no main differences about salary. Overall, the same differences found between men and women in 1995 were found in 2000. Focus Groups
In general, male participants said they did not believe there was a salary discrepancy, while female participants shared several personal stories of discrimination. However, the same male participants who disagreed with a salary discrepancy admitted later to knowing that they received higher salaries than comparable female colleagues or that they themselves paid women less when hiring them. The male participant who hired a woman at lower salary explained, "I knew what both of them made at their previous jobs. And so, you sort of make your best deal going in. And there would be a difference there."
The female participants felt that men would not perceive the salary disparity because they don't experience it. Some of the women spoke of offering more money to attract men because of the gender imbalance in public relations. One woman said, "You almost will pay them a little bit more because you need the balance throughout."
Some of the women in the groups and some men said that women in public relations lack the negotiation skills necessary to request higher salaries. One woman commented, "On two different occasions, I was offered a position, and on two different occasions, I got the negotiation skills I learned from a man (emphasis by participant).
Table 3: Independent t-tests for salary by gender and by year.
Gender
Male Means Female Means
(& SD) (& SD)
Variables (N = ) (N = ) t value df significance
1995 64585.96 46912.09 3.46 370 p < .01
(67647.13) (50064.88)
(N = 229) (N = 408)
2000 73706.35 56058.56 6.16 340 p < .01
(37264.49) (31533.61)
(N = 216) (N = 562)
Year
1995 Means 2000 Means
(& SD) (& SD)
Variables (N = ) (N = ) t value df significance
Male 64585.96 73706.35 -1.75 443 ns
(67647.13) (37264.49)
(N = 229) (N = 216)
Female 46912.09 56058.56 -3.48 968 p < .01
(50064.88) (31533.61)
(N = 408) (N = 562)
2000 Data
Overall, survey participants generally were "uncertain" and "not sure" of the effects of a glass ceiling, a metaphor for the idea that women face barriers to promotion in the profession. However, there were significant differences in perceptions when men and women were compared. In their own organizations as well as throughout public relations, women more than men agreed that men are promoted more quickly and that it is more difficult for women to reach the top.
1995 vs. 2000
The findings in 2000 were similar to the findings in 1995, in that women agreed more strongly that it was difficult for women to be promoted. We also found that, in 1995, men and women more likely agreed that it was hard for women to reach the top, whereas in 2000, participants agreed less with this statement. Focus Groups
Participants discussed the glass ceiling within the context of roles, workplace and life balance, and promotion. Many felt that the glass ceiling was disappearing because men were disappearing from the field altogether. One male participant said, "I think the glass ceiling will naturally go away and the bigger question is what are they left with? An entire female dominating industry. Then there will be some other kind of ceiling…" A woman commented, "Women hold a lot of managerial positions and have a lot of power in the agencies."
However, this same woman continued, "I even get the feeling that when there are men who do come in the agency, that they're sort of plucked, focused on and groomed for those managerial positions." Other women expressed similar sentiments, that even with more women entering the field, that men are promoted more quickly. Another woman said, "When you get to the very high level, I see a big difference and typically the men at the high level, they don't do any of the technical things anymore…"
2000 Data
In general, participants agreed that women are significantly more likely to be hired for staff or technical positions, and not for management positions. Participants also slightly disagreed that an equally capable woman would be hired over a man for the same job, and disagreed that women were hired as a result of affirmative action.
When men and women were compared, several significant differences were found. Women more strongly agreed that women were likely to be hired for staff/technical positions. Though less frequently than being hired for technical positions, when women are hired for management positions, female participants agreed more than men that it occurs in their organizations (but not throughout public relations).
1995 vs. 2000
In 1995, participants agreed more than they did in 2000 that women are hired due to affirmative action policies. When measuring only men over time, no major differences were found. For women, however, there was significantly less agreement that an equally capable woman would be hired over a man in 2000.
Focus Groups
Male and female participants alike did not see hiring as an issue of discrimination against women because more women were entering the profession. In fact, a couple participants confessed to seeking out male hires. One man explained his admission of trying to hire men: "We get a guy candidate, we have to take a look at this guy!…It's informal. I wouldn't say anybody sat down and said we want to hire more men. It's probably not politic." Many female participants agreed that hiring was no longer so much a problem, that instead, the focus should be on the quick promotions of men rather than women to management positions.
When discussing Affirmative Action and its potential threat for prospective male employees, one male respondent commented, "I don't feel threatened by any female counterpoint,…that I didn't get it because I wasn't wearing a dress."
2000 Data
In general, participants agreed that there is less sexual harassment in public relations today than five years ago. Men agreed with this statement significantly more than women.
1995 vs. 2000
Over time, there was significantly more agreement that sexual harassment is less today.
Focus Groups
Sexual harassment was not discussed in-depth across all the focus groups. This could have been due to the lack of focus by the researchers and moderators on this issue in the survey questionnaire. In general, however, the male groups did not see sexual harassment as much of a problem anymore, due to the heightened awareness and political incorrectness of it. A few men discussed what they thought was a more urgent, current problem, that of women dressing and acting inappropriately. One participant asserted, "Women appear to use sexuality consciously or as a tool in the work place at the same time they collectively bemoan sexual harassment." When this participant was asked if he felt it was just women who use sexuality in this manner, he responded, "Well, everybody knows men who use personality and charm and a certain degree of flattery with colleagues all the time, I mean, that's called good interpersonal skills. But to use sexuality per se, I've never witnessed it."
The female groups, in general, viewed sexual harassment as still a concern, but also agreed that women are being more aggressive in responding to inappropriate comments and behavior with "banter" and suggestions. At least one focus group of women asked that sexual harassment be discussed more in-depth in the future. One woman from this group asserted, "You have to be ever vigilant. There really are dangers in thinking the problems have been solved." >
2000 Data
As in the previous surveys, we asked participants to indicate how much time they spent performing 17 different activities. Overall, a factor analysis revealed that the activities fell into two basic role profiles, that of manager and technician. The following activities were predominant in the public relations manager role: Counseling management; supervising the work of others; conducting or analyzing research; making communication policy decisions; planning and managing budgets; evaluating program results; and meeting with clients/executives. The technician role, on the other hand, revealed very different tasks: implementing decisions made by others; writing, editing, producing messages; disseminating messages; making media contacts; meeting with peers; and handling correspondence and making calls.
When we split the data by males and females, we found slightly different results. First, the most predominant of the two role profiles for men was that of manager and the most predominant for women was that of technician. This might be explained by years of experience and age, both of which was found to be significantly greater for men.
We noted some differences in actual tasks performed by men and women. For example, for the men, "meeting with peers" was a managerial task, whereas for women, meeting with peers remained a task for technicians. 1995 vs. 2000
In previous surveys, female participants seemed to be doing it all, so that when they moved to managerial roles, they continued to conduct technical tasks. The men in 1995 were more distinct in the two role profiles, where men who moved to managerial positions gave up the technical role. In 2000, however, survey findings showed more tasks that overlap across the technician and manager roles for both men and women.
Focus Groups
Most participants regardless of gender said that they and their colleagues do it all, both technical and managerial tasks, reflecting the overlap identified in the survey data. Participants cited a variety of reasons for this current trend, such as new technology removing technical tasks, lack of support staff, and the nature of agency public relations. One participant who works in an agency said, "…There's just not enough people to divide the tasks along the lines of managerial and non-managerial tasks, and so virtually everyone in the agency does a wide variety of tasks."
However, a few women wanted to be clear that they still observed a disparity where men hold managerial positions and do not engage in technical tasks and women either remain in technician positions or move up to management but continue to conduct technician roles. Some female participants said this may be due to discrimination, and others said it may be due to women having trouble saying no to helping others with their work.
2000 Data
When we looked at overall, average job satisfaction, we found little difference between men and women. Both recorded being "satisfied" in general with their jobs in public relations.
We then looked at the 14 different questions detailing job satisfaction and found three areas of difference. Men were significantly more satisfied than women with:
1995 vs. 2000
There were many distinctions between men and women when areas of job satisfaction were compared over time. Female participants in 2000 showed significantly greater satisfaction than women in the 1995 survey with:
Men also showed an increase in satisfaction over time with prospects for their future in the field. However, other than this one area, men in 2000 illustrated increased satisfaction with very different aspects of their jobs than the women did:
Focus Groups
Rather than discussing their own level of individual satisfaction, participants focused on how satisfied they were with the reputation of the field in general. Many participants expressed frustration over the field's lack of respect and prestige. One participant opined, "Simple, one- word answer to what would make your position more satisfying: I think it's 'respect.' Those of us in PR have always felt, forever, that we were under-appreciated…" Another remarked, "I think the overall profession needs good public relations."
Some participants, however, argued that public relations is gaining more respect and value. One man said it might be because of increased recognition among corporate clients, that public relations has gained an acceptable role in business.
In addressing the particular increase in job satisfaction over time among women, some participants saw this as a reflection of the feminization of the profession, which has made it more comfortable for women to be in public relations today. Other participants responded that autonomy was important for job satisfaction and women have gained more autonomy in the field. A few of the male participants mentioned the "natural" inclination women have for public relations, which would raise their job satisfaction. One participant, for example, said, "Public relations is one of the fields that women could excel in. It had that natural way for them to advance, because of the skills they had naturally were admired."
When men and women were compared, some interesting findings emerged. The women did not see themselves as leaders as much as men did, and yet, the female participants believed that women in general made better leaders than men. Women also agreed more than men that the best leaders share decision-making power, that effective leaders have good rapport with employees, and that leadership is about creating personal connections with employees. No differences between men and women were found about the value of offering rewards and the resistance to emotional involvement.
Focus Groups
The participants spent considerable time discussing leadership and its definitions. Characteristics for good leaders included: good communication, listening, being fair and balanced in decisions, a willingness to make decisions, the ability to inspire and motivate, and a vision. Some participants wanted leaders who would teach and mentor.
In one group, male participants argued that rewards were critical to good leadership. One man said, "We use rewards all the time…They can be monetary, they can be 'stand up and clap.'" Other participants from this group agreed that monetary incentives were important rewards.
However, in another male group, monetary rewards were seen as a negative. One participant responded, "Good leaders do not use rewards as incentives, but good leaders do reward you with trust, with respect, with faith in our judgment. They back you, they support you, and those are the kinds of rewards that are more valuable than money or other kinds of physical, tangible types."
Gender differences in leadership did emerge as part of the discussions. Some of the female participants said that men and women define leadership differently, which may lead to differences in how the two sexes perceive leadership. A few men admitted that women are perceived as less effective leaders due to societal norms. One man explained that "there's never been a woman considered [for] the chairman or CEO…It is still a man's world." A couple participants discussed some negative experiences with female supervisors, leading them to believe that women made poor leaders. Some male participants, however, argued that women made better leaders because, as one man put it, men were "cave men" and women were "naturally" more empathetic to others' feelings.
When comparing women and men, we found some differences. Women more strongly believed that juggling work and family was harder for women, whereas men more strongly believed that both men and women find it difficult to juggle work and family needs.
We also compared findings between practitioners who had children living at home and those who did not. We found many significant differences in perceptions. In particular, practitioners without children agreed much more with the statement that employees with children produced less quality work. Those without children also agreed significantly more with the statement that expectations of success for employees with children and for those with no children should be the same. Those with children agreed much more strongly that employees with children face barriers in the workplace other employees do not.
Focus Groups
There was rarely consensus within or between groups about issues involving work and family balance. This may have been because strong opinions about work/family balancing seemed to divide along lines of having children versus not having children, rather than along lines of gender alone. Therefore, in one group, participants with children and participants without children might not have felt comfortable discussing with each other their true feelings of stress or discrimination in the workplace.
Differences between participants with children and participants without children emerged in some of the focus groups. For example, one participant expressed frustration about having colleagues with children not understand her life and responsibilities. She explained: "…People would literally say to me, oh, well, you work hard, but I have children, and I was like, I work a 15-hour day and I still got to do my school work when I get home, so you think it's okay for me to work late because you have children…They didn't take my responsibility as important as what they were doing."
A different participant described the political implications of leaving work on time. She said, "There's an expectation that people will stay late and sniping when people leave on time. Some women would leave a half an hour after closing time, and the rest of them would all snipe about it. And you know, it was never the bosses." Another participant said she'd been told that she would not be in line for a promotion until her children were older: "I have kids and I leave at 5 o'clock and they're very understanding about me leaving at 5 o'clock, but it's been pretty forthright told to me, nicely, because they are friendly people, that I'm not going to be able to get a promotion anytime soon."
Both men and women recognized the need for flextime. One man said: "One of the best employees we have has a child; and, you know, if I want to keep that employee, I've got to be flexible with her to allow her to go to the school plays and those types of things.
In terms of gender, male and female participants agreed that it is still harder for women than for men to juggle work and family. Some participants, though, talked about knowing male colleagues who have taken paternity leave and have had to learn to balance work and family also.
The focus groups ended with calls for recommendations and suggestions for the PRSA Board of Directors. The following is a short list of some common recommendations given by the groups:
We first conducted the survey, distributing 4,000 printed questionnaires to a systematic, simple random sample of PRSA members. The survey instrument included the same scaled items used in the 1990 and 1995 gender study, as well as new items that examined leadership, and work and family balance. The items that measured trends across time focused on the following topics: roles, salaries, and perceptions about hiring, a glass ceiling on promotions, sexual harassment, and job satisfaction (please see Appendix B, the survey instrument).
We received a total of 864 completed questionnaires, a 22% response rate. Using SPSS to analyze the data, frequencies were first run for all demographic information. We found similar characteristics in our sample to that of the PRSA membership on the whole, such as proportion of gender, age, etc. Independent t-tests as well as ANOVAs assessed significant mean differences between males and females in the 2000 survey and significant mean differences between 1995 and 2000 data. Regression analysis was run to measure effects of other variables in the relationship between gender and salary. Factor analysis was used to determine how many roles (factors) emerged and what tasks explained those roles for women and for men.
After the survey was analyzed, we conducted the focus groups to help interpret the survey data. We held one male group in Portland, OR (a female group will be conducted by April), and one male and one female group in New York, NY, and Washington, DC. Participants for the focus groups were public relations practitioners who had a minimum of five years experience. Not all these participants were PRSA members. As incentives, we offered participants a copy of the final report, dinner, and a donation to a national charity.
Moderators matched the sex of the groups they facilitated and received a detailed packet of information (please see Appendix C, the training information and protocol used for the focus groups). The co-researchers also moderated two of the groups.
The focus groups were tape recorded in order to grasp detail and exact quotes. We transcribed the tapes and analyzed them for common themes as well as unique comments that emerged from the discussions.
April, 2000 Dear PRSA Member: The PRSA Committee on Work, Life, and Gender Issues (formerly known as Women in Public Relations Committee) is compiling vital information about the men and women in public relations and the conditions under which they work. This information will help PRSA to serve you better and will be integral to understanding issues impacting the field in the 21st century. You have been selected in a random sample of members to receive a copy of this survey on public relations. Please take a few minutes to respond to these questions. Your participation is essential, and your answers will remain completely confidential. By completing the survey, you are agreeing to participate in this research and are doing so voluntarily. If you have any questions about the study or other issues, or if you would like a copy of the results, call Dr. Linda Aldoory, at (301) 405-6528. Dr. Elizabeth Toth, Syracuse University, and Dr. Linda Aldoory, University of Maryland, are directing this project. Completed questionnaires will be seen only by them. Questionnaires will be destroyed immediately after data have been entered into a computer. You do not identify yourself on the survey. After you have completed this questionnaire, please mail it to Dr. Aldoory in the enclosed, self-addressed, postage-paid envelope. Thank you in advance for participating in this project. Sincerely, Stephen D. Pisinski Chair and Chief Executive Officer...... 1. We begin with a question about the type of work you do. Listed below are some activities public relations people frequently perform. Thinking of your job as a whole, rate each task on a scale of 0 to 10 where 0 indicates you never perform a particular function and 10 indicates you devote 100 percent of your time to it. Please circle the most appropriate answer. PERFORM NEVER TASK PERFORM a. Counseling management 0 1 2 3 4 5 6 7 8 9 10 b. Supervising the work of others 0 1 2 3 4 5 6 7 8 9 10 c. Conducting or analyzing research 0 1 2 3 4 5 6 7 8 9 10 d. Planning public relations programs 0 1 2 3 4 5 6 7 8 9 10 e. Managing public relations programs 0 1 2 3 4 5 6 7 8 9 10 f. Making communication policy decisions 0 1 2 3 4 5 6 7 8 9 10 g. Implementing decisions made by others 0 1 2 3 4 5 6 7 8 9 10 h. Implementing new programs 0 1 2 3 4 5 6 7 8 9 10 i. Planning and implementing events 0 1 2 3 4 5 6 7 8 9 10 j. Planning and managing budgets 0 1 2 3 4 5 6 7 8 9 10 k. Writing, editing, producing messages 0 1 2 3 4 5 6 7 8 9 10 l. Disseminating messages 0 1 2 3 4 5 6 7 8 9 10 m. Evaluating program results 0 1 2 3 4 5 6 7 8 9 10 n. Making media contacts 0 1 2 3 4 5 6 7 8 9 10 o. Meeting with client/executives 0 1 2 3 4 5 6 7 8 9 10 p. Meeting with peers 0 1 2 3 4 5 6 7 8 9 10 q. Handling correspondence, making calls 0 1 2 3 4 5 6 7 8 9 10 2. Please indicate the one category that best describes your organization. __1. agency __5. education __7. other (please __2. corporation __6. trade or prof assn explain) __3. government/military __4. health/welfare 3. Please answer the next set of questions by circling a number between 1 and 5 in the space provided to the left of each statement, where: 1=extremely dissatisfied, 2=dissatisfied, 3=uncertain/not sure/don't know, 4=satisfied, 5=extremely satisfied How satisfied are you with… 1 2 3 4 5 a. your present job in public relations? 1 2 3 4 5 b. public relations as an occupation? 1 2 3 4 5 c. your income as a public relations practitioner? 1 2 3 4 5 d. the prestige of working in public relations? 1 2 3 4 5 e. your knowledge of public relations skills? 1 2 3 4 5 f. your overall knowledge of public relations? 1 2 3 4 5 g. prospects for your future with your present employer? 1 2 3 4 5 h. the value of your job to society? 1 2 3 4 5 i. the freedom and autonomy you have in your present job? 1 2 3 4 5 j. prospects for your future in public relations? 1 2 3 4 5 k. opportunities for advancement with your present employer? 1 2 3 4 5 l. job security in your present position? 1 2 3 4 5 m. recognition you get from superiors? 1 2 3 4 5 n. how your family and/or friends feel about your working in pub relations? 4. With this next set of questions we are seeking responses in terms of your perceptions of the way things are, both at your current place of employment and throughout public relations. Please respond by circling the appropriate number. Your answers in Column A should reflect your perceptions of how things are at your current place of employment. Your answers in Column B should reflect your perceptions of how things are throughout public relations. 1=very strongly disagree 4=uncertain/not sure/don't know 2=strongly disagree 5=agree 3=disagree 6=strongly agree 7=very strongly agree COLUMN A COLUMN B In Your Throughout Organization PR a.Generally women receive lower salaries 1 2 3 4 5 6 7 1 2 3 4 5 6 7 than men for doing comparable public relations work. b.Women are more likely than men to be 1 2 3 4 5 6 7 1 2 3 4 5 6 7 hired for public relations staff positions involving mainlycommunication skills (writing, editing, graphics, etc.). c.Women are more likely than men to 1 2 3 4 5 6 7 1 2 3 4 5 6 7 be hired for public relations management positions involving problem-solving and decision-making. d.Men are promoted more quickly than 1 2 3 4 5 6 7 1 2 3 4 5 6 7 women in most public relations employment situations. e.Juggling work and family needs is 1 2 3 4 5 6 7 1 2 3 4 5 6 7 harder for women than for men. f.Men are more apt than women to back 1 2 3 4 5 6 7 1 2 3 4 5 6 7 down or seek compromises in public relations office conflict situations. g.If an equally capable woman and man 1 2 3 4 5 6 7 1 2 3 4 5 6 7 applied for the same public relations job, the woman would be hired. h.Women often are hired as a result of 1 2 3 4 5 6 7 1 2 3 4 5 6 7 affirmative action policies. i.There is less sexual harassment in 1 2 3 4 5 6 7 1 2 3 4 5 6 7 public relations environments today than there was five years ago. j.Expectations or measures of success 1 2 3 4 5 6 7 1 2 3 4 5 6 7 between employees with or without dependent children living at home should be the same. k.Usually in public relations, employees 1 2 3 4 5 6 7 1 2 3 4 5 6 7 with children living at home have more trouble being promoted than other employees. l.It is important that public relations 1 2 3 4 5 6 7 1 2 3 4 5 6 7 employees have child care provided by their employer. m.Employees with children living at home 1 2 3 4 5 6 7 1 2 3 4 5 6 7 face barriers in the workplace other employees do not. n.It is important that organizations 1 2 3 4 5 6 7 1 2 3 4 5 6 7 employing public relations practitioners have parental leave policies. o.It is more difficult for women than it 1 2 3 4 5 6 7 1 2 3 4 5 6 7 is for men to reach the top in public relations. p.Public relations people should be 1 2 3 4 5 6 7 1 2 3 4 5 6 7 permitted to work flexible hours. q.Public relations people should be 1 2 3 4 5 6 7 1 2 3 4 5 6 7 permitted to work in flexible locations (i.e., home office) r.If a person with children at home and 1 2 3 4 5 6 7 1 2 3 4 5 6 7 a person without children applied for the same job, the person without children would be hired. s.Employees with children living at 1 2 3 4 5 6 7 1 2 3 4 5 6 7 home produce less quality work than those without children in the home. t.Both men and women who have children 1 2 3 4 5 6 7 1 2 3 4 5 6 7 living at home find it difficult to juggle work and family needs. v.Women in public relations management 1 2 3 4 5 6 7 1 2 3 4 5 6 7 positions are paid less than men in comparable jobs. 5. Please answer the next set of questions by circling the appropriate number in the space provided to the left of each of the following statements, where 1=strongly disagree, 2=disagree, 3=uncertain/not sure/don't know, 4=agree, 5=strongly agree 1 2 3 4 5 a. I consider myself a leader in public relations. 1 2 3 4 5 b. Women make better leaders than men. 1 2 3 4 5 c. You cannot be emotionally involved and also be an effective leader. 1 2 3 4 5 d. The best leaders are those that share the decision-making power. 1 2 3 4 5 e. Good leaders need to change self-interests into group needs. 1 2 3 4 5 f. Today's leaders in PR need to challenge trad'tl ways of doing things. 1 2 3 4 5 g. The most imp criterion for a good leader is being in control at all times. 1 2 3 4 5 h. Effective leaders know that good rapport with employees is key. 1 2 3 4 5 i. Leadership cannot be learned because it is an inherent trait. 1 2 3 4 5 j. An effective leader in public relations enhances others' self worth. 1 2 3 4 5 k. Offering rewards is the only way someone can be a good leader today. 1 2 3 4 5 l. I prefer leaders who practice participative management. 1 2 3 4 5 m. Males or females can be equally capable leaders. 1 2 3 4 5 n. Having a mentor has contributed to my professional success. 1 2 3 4 5 o. Networking with other practitioners outside my organization has made an important contribution to my success in public relations. 1 2 3 4 5 p. Leadership is about creating personal connections with employees. 6. Finally, we would like you to answer a series of questions to help us understand the demographics of our respondents. a. Your sex? 1.__male 2.__female b. Your age? ____ c. Your ethnicity?______________ d. Please check your marital/partner status: 1.____Single 3.____Divorced 5.____Separated 2.____Married/live-in partner 4.____Widowed e. What is the highest level of formal education you have achieved? 1.___ high school or less 3.___bachelor's degree 2.___ some college 4.___master's degree 5. ___ doctoral degree f. How long have you worked in public relations? _____________________ g. Are you PRSA Accredited (APR)? 1.___ yes 2.__ no h. Are you a PRSA Fellow? 1.___yes 2.___no i. How many public relations practitioners are there in your department or firm (excluding yourself)? _______ j. As part of your current job, do you ever work at home or telecommute? 1.____yes 2.____no If yes, how many days per month? _____/30 k. What is your present annual base salary? ____________ l. What percentage increase is this over your base salary of one year ago? ______________ m. In addition to your base salary did you receive a bonus in 1999? 1.___yes (amount $______) 2.___no n. Does your organization have an official family leave policy in place? 1.____yes 2.____ no If yes, is it: 1.____paid? 2.____unpaid? o. Do you currently utilize child care? 1.____yes 2._____no p. Elder care? 1.____yes 2.____no q. How many children live in your home with you? _______ How many parents or elderly citizens live in your home with you?_____ r. Are you personally responsible for the physical logistics of child care or parent care for your household? 1.____yes 2.____no s. Are you financially responsible for the child care or parent care in your household? 1.____yes 2.____no t. If you have children or step-children, please indicate the age and sex of each: Age:_____ Sex:______ Age:_____Sex:_____ Age:_____ Sex:______ Age:_____Sex:_____ u. Please indicate the age and relation to you of anyone else who lives in your household: Age:_____Relation:_____________ Age:_____Relation:_____________ Age:_____Relation:_____________ Age:_____Relation:_____________ v. If you have held gainful, full-time public relations employment since your graduation from college or your 21st birthday (whichever came later), has this public relations employment ever been interrupted? 1.___yes 2.___no w. If yes, why was your public relations career interrupted? (please check all that apply) 1.___ illness/injury 5.___ additional education 2.___ layoff 6.___ work in another field 3.___ child bearing 7.___ other (please explain) _________________ 4.___ family responsibilities x. What is the longest period you have been without gainful public relations employment since your 21st birthday or college graduation? If you have had no interruptions in public relations employment, please mark that. 1.___ less than 6 months 4.___3-5 years 7.___ more than 15 years 2.___ 7-12 months 5.___ 6-10 years 8.___ no employment 3.___ 1-2 years 6.___ 11-15 years interruptions y. If your career was interrupted and you resumed working sometime later, did you re-enter with the same public relations organization? 1.___ yes 2.___ no z. If you had a public relations career interruption and resumed working, did you return to a position at a higher level, the same level or a lower level? 1.___ higher level 2.___ same level 3.___ lower level aa. How many hours/week do you use the Internet or World Wide Web to do research for work?_/week bb. How many hours per week do you use the Internet or World Wide Web to promote your organization's/client's messages? ______/week cc. How many hours per week do you use e-mail? ______/week dd. Do you use other types of new technology to accomplish your work? 1.____yes 2.____ no If yes, what types and for what purposes? _________________________ ee. Please tell us the first three digits of your Zip Code: ___________ We welcome your comments on gender issues in public relations. Please use a separate sheet and enclose with this questionnaire. Thank you for your help. Please return the completed questionnaire in the enclosed postage- paid, self-addressed envelope, by JUNE 1, 2000, to Linda Aldoory, Department of Communication, 2130 Skinner Building, University of Maryland, College Park, MD, 20742. If you have any questions, please call (301) 405-6528.
During the Focus Group: Introduction: As participants arrive, greet them, thank them for coming, introduce yourself, then give them a name tag and a copy of the questionnaire to answer. Please have pencils available for them. Name Tags: Please have the name tags prepared with the participants' names in advance. The first name should be large and easily readable from a distance; the surname should be in smaller letters underneath. Do not include courtesy titles or professional designations such as Ph.D. or APR. Forms: Please have participants begin filling out the demographic questionnaires and consent forms as soon as they arrive. Place the completed questionnaires in a folder so that participants so that they will not be available for general viewing. Information for Subjects and Informed Consent Forms: Before the session begins, be sure to type your name, title, affiliation, address and phone number in the space noted at the bottom of these forms. Make twice the number of copies you need for each group (for example, if you have 10 participants, make 20 copies) -- they keep one and I get one. These are important legal forms and must be signed. Be sure that you have a signed and dated form from each one of your participants before you begin the actual session. Keep them in a folder also. Moderating the Discussion: Each participant will receive a copy of the script to read along with you. You will read aloud and they will read silently. Read the introductory script (Part I) aloud to the participants. Be sure there are no questions, then begin with the introduction exercise. After you have each introduced yourselves (including you), begin with the script. Read each part. Ask for comments and questions. Then, sit quietly while they decide what they want to discuss. If no one opens the conversation, ask them something like "with which of these questions would you like to begin?" When the conversation begins to either die down or to repeat itself --when no new information is forthcoming--go to the next page and repeat the same process until you have covered as much of the material as you can in the time allotted. If your group wants to go longer and the facilities are available do so. But be sure to invite people to leave at the end of two hours if you do plan to go on. Part 1: Introduction Good afternoon (evening)! Thank you again for your willingness to participate in this focus group. You're making an important contribution to the Public Relations Society of America professional development programming, and we genuinely appreciated your time. We are one of six groups in three cities -- Washington, D.C., New York City, and Portland -- who have been chosen to discuss the results of the 2000 replication of PRSA's National Gender Survey. Our discussion today follows a mailed survey questionnaire that a random sample of PRSA members received last June. We received 844 responses from practitioners like you throughout the country. Of these participants, 29% were males and 69% were female. The median age of the males was 46 years; the median age of the females was 36 years. The average years of professional experience for the males was 17 years; for the females, the average was 10 years. The majority of men and women held Bachelors degrees. The majority of men and women worked either in public relations agencies or corporations. Over 90% of the group described themselves as white, Caucasian, European Americans. Three percent described themselves as black, African Americans and 2% indicated they were Hispanic, Latino. Less than 1% indicated they were Asian, Pacific Islander. We've completed our preliminary analysis of the survey findings, and we've asked you here to help us interpret what we've found. We're asking you to give us some ways of explaining the data. Combined with the quantitative results from the survey, the focus group responses will form the basis of a variety of publications and presentations during the next few years. Our conversation is being taped because what you say is important to us. Only two people will review the tapes: Professors Elizabeth Toth, Syracuse University and Linda Aldoory, University of Maryland, the two people conducting this gender audit. Your individual identities will remain anonymous. The results will be reported only in aggregate form. Your participation is purely voluntary, and you may withdraw at any time. You also have the option of not answering any question at any time without prejudice from me or the researchers. We will not, however, stop the tape. If you do not wish to have your comment recorded, please do not make it.When you came in, you received two copies of "Information for Subjects and Informed Consent," and one copy of the "Demographic Profile" form. If you have not turned those in, please do so now. Please keep one copy of the Informed Consent form for your records. We ask that you respect each other's confidentiality as well. Your ability to be candid and frank will make the PRSA findings and reports richer and more targeted to solutions. So, your ability to trust each other as well as us is important. A focus group is a means of gathering information that gives perspective to statistical data. It's also an opportunity to hear your opinions and thoughts on topics that are of particular interest in the public relations industry today. Think of this as a conversation with friends in your living room. We want everyone to have a chance to talk. My task is to keep the focus of the discussion on the questions I'll be asking. Each one of your viewpoints is important. So, I hope you will all participate. If necessary, I may ask those of you with lots of conversation to allow others to talk. Generally, however, I'll just keep the conversation moving. During our time together, I encourage you to engage in the conversation and share your opinions and ideas even if you really haven't thought about those areas before. The group's purpose is to respond to questions, agree or disagree with each other, and build on each other's answers. Everything we're going to talk about today is in the script in your hands. We'll discuss one page until we've exhausted the topic, then we'll move on to the next. Please don't turn to the next topic until we've finished discussing the first. We'll discuss a number of topics--roles, salaries, leadership, workplace/life issues, hiring, the glass ceiling, and advice to PRSA. Each page will contain the survey results at the top and a list of suggested questions at the bottom. There are no right or wrong answers, only points of view and perspectives. Everyone's viewpoint is important. We'll read through the results together, then the conversation is up to you -- choose the questions in which you are most interested. We don't have to answer them all. Are there any questions at this point? Let's take a few minutes to introduce ourselves. Give your name, the type of organization in which you work and a brief description of the type of public relations work you do. (Please do this even if everyone knows everyone else. It is helpful for the researchers to have an idea of what you do.) Part 2: Roles In this and our previous audits, we asked our participants to indicate how much time they spent performing 17 different activities. These activities included counseling management, supervising the work of others conducting or analyzing research, planning public relations programs, managing public relations programs, making communication policy decisions, implementing decisions made by others, implementing new programs, planning and implementing events, planning and managing budgets, writing, editing, producing messages, disseminating messages, evaluating program results, making media contacts, meeting clients/executives, meeting with peers, and handling correspondence, making calls. As with our past audits, we did a factor analysis of these activities, and found the following: -- there were two role profiles: the managers and technicians, representing sets of activities that naturally grouped together. -- the two role profiles still showed overlapping activities; that is the participants in this sample and our previous samples still did both managerial and technical tasks whether these tasks appeared in the manager profile or the technical profile. -- when comparing the priority of activities in the managerial and technical profiles, the men and women were very similar in the activities they carried out. Previously it had looked like the women were "doing it all" no matter what the profile while the male managers were concentrating on managerial tasks and the male technicians were begin groomed for management. Questions: How do you interpret these findings? How do these findings relate to how you experience public relations roles? Part 3: Salaries The median salaries across time between men and women have continued to be sizably different. In 1990, the men made $18,000 more than the women. In 1995, the men stagnated at $55,000 and the women made up $3000; but there was still a difference of $15,000 between men and women in median salaries. In 2000, the men's median salary was $65,000. The women's median salary was $48,000 -- a $17,000 difference. Between 1995 and 2000, there were also significant differences between the men and the women in how they perceived the salary issues of public relations. First, the men disagreed more with the perception that generally in their organizations and throughout public relations women receive lower salaries than men for doing comparable public relations work. Also, men disagreed that women in public relations management positions are paid less than men in comparable jobs. We attempted to find demographic characteristics that might explain the salary gap between men and women in the 2000 sample of public relations professionals. Salary was not significantly influenced by age, education, or type of work. Only length of time worked in public relations and job interruptions seemed to influence salaries. Questions: How do you interpret these findings? How do these findings relate to your own experiences? Are there other comments you would make about salary issues? What other benefits in lieu of salary would attract you as a potential employee? Part 4: Perceptions of Leadership We also added to the 2000 survey questions about leadership traits and skills. We found that on average, survey respondents believed the following about good leaders: that effective leaders share decision making power, effective leaders challenge traditional ways, they have good rapport with employees and enhance self worth of others, and good leaders do not use rewards as incentives. Questions: What do you think about these traits and skills? Do you have others that you believe are important for leadership in public relations today? Also, survey respondents did NOT believe that leadership is an inherent trait, but that it can be learned? We found some gender differences in perceptions about leadership. For example, significantly more men than women considered themselves a leader in public relations. We also found a significant difference between men and women in that women thought that women made better leaders than men. Questions: What do you think of these results? Who are the leaders in your organization? What would make them better leaders? What would enhance your leadership skills (professional development, technology training, education?) Part 5: Workplace/Life Issues This year we also added new questions about the mix of workplace and life issues. In looking at gender differences, --Women more strongly believe that juggling work and family needs is harder for women than for men. -- We also asked about sexual harassment and found that men more strongly believed that there is less sexual harassment in PR environments today than there was five years ago. Question: What do you think of these findings? We also looked at the findings in terms of those participants with and without children, and how they perceived workplace and life issues. We found that participants with no children (living with them) believed more strongly that expectations and measures of success should be the same, for employees with and without children. Also, participants with no children more strongly believed that employees with children produce work of lower quality. Finally, not in their own organizations, but throughout public relations, participants with children believed employees with children face barriers in the workplace that others do not. Questions: What do you think of these findings? How do you relate them to your own experience? What are ways your organization could assist those with children to enhance their quality of productivity? Part 6: Job Satisfaction In the three audits we have conducted of PRSA members, we have asked questions about job satisfaction. There were considerable differences in 1990 between men and women. However, in 1995, the average score for job satisfaction was exactly the same for men and women. In 2000, there also was no significant difference between men and women. However, there were differences in 2000 between the men and women in the sample on specific items. There were significant differences between men and women in perceived satisfaction. Men were more satisfied than women with "overall knowledge of public relations," with their" income as PR practitioners" and with their "autonomy and freedom on the job." Between 1995 and 2000, there was significantly increased perceived satisfaction by women on "public relations an occupation," "the prestige of working in public relations," "your knowledge of public relations skills," "your overall knowledge of public relations," "the value of your job in society," "prospects for your future in public relations," and "job security in your present position." Between 1995 and 2000, there was significantly increased perceived satisfaction by men on "public relations as an occupation," "increased respect for your future with your present employer," "autonomy you have in your present job," "prospects for your future in public relations," and "opportunities for advancement with your present employer." Questions: How do think of the similarity in overall perceived satisfaction with public relations between men and women? How do you account for the specific differences over time for the men? How do you account for the specific differences over time for the women? How do these findings reflect your experience and the experience of public relations practitioners you know? What would make your position more satisfying? What are the barriers to job satisfaction? Part 7: Perceptions of Hiring There were three questions about hiring practices in public relations. The men and women in the sample significantly disagreed with each other on all three. Women more strongly believed that women are more likely than men to be hired for public relations staff positions involving mainly technical, communication skills. And that women in THEIR organizations (but not throughout public relations) are more likely than men to be hired for public relations management positions. But men more strongly believed that throughout public relations, if an equally capable woman and man applied for the same PR job, the woman would be hired. And more men believed that women often are hired as a result of affirmative action policies. Questions: How do you respond to these findings? How do you relate to these findings in terms of your own experiences? What do you seek when hiring? Does gender/children play a role in your perceptions on hiring? Part 8: The Glass Ceiling There were three items on the questionnaire about the glass ceiling problem, of women facing barriers to advancement because of their gender. Again, our participants disagreed with these statements based on their gender. First, men more strongly believed that men are promoted more quickly than women in most PR positions, in their organization and throughout public relations. Second, more women than men disagreed that "usually in public relations, employees with children living at home have more trouble being promoted than other employees in your organization and throughout public relations." Third, women more strongly believed that it is more difficult for women than for men to reach the top in public relations, in their organization and throughout public relations. Questions: How do you account for these findings? How do you relate these findings to your own experiences? Part 9: Summary and Recommendations We've covered a wide variety of issues here today -- satisfaction, roles, hiring, promotion, salaries, leadership. Questions: If you were sitting here today with the PRSA's national board of directors and officers, and they asked your advice on how PRSA could help improve its workplace and marketplace professional development offerings to members, what counsel would you given them? What haven't we talked about that you feel is important in the continuing dialogue about gender in public relations? Do you want to add anything to what we've covered here today? Thank you! You've made an important contribution to the PRSA National Gender Study. Appendix C: Focus Group Information for Moderators and Protocol
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Posted November 20, 2001