This is Chia-Chun, a doctoral student and a Graduate research assistant in school of Nursing, University of Texas at Austin.
Now I am working with Dr. Eun-Ok Im, and she is currently conducting an Internet study entitled Ethnic Specific Midlife Women's Attitudes toward Physical Activity. This study is funded by NIH/NINR (1R01NR010568-01). We believe that midlife women will get the benefit from participating in this study.
In the study, data will be collected through the Internet from Feb. 1, 2008 to May 31, 2011.
Methods for the data collection include an Internet survey among 500 midlife women in the U.S. on the Internet and four ethnic-specific online forum discussions among about 30 midlife women per ethnic group recruited among the Internet survey participants.
Please visit our project s website: http://mapa.nur.utexas.edu/MAPA/
Women eligible to participate in this study are midlife women aged 40 to 60 years old who do not have any mobility problems; who can read and write English; who are online; and whose self-reported ethnic identity is Hispanic, non-Hispanic (N-H) White, N-H African American, or N-H Asian.
Reimbursement for individual participation will be made by providing 10 dollars gift certificate per internet survey participant and 50 dollars gift certificate per online forum participant (only those who participate in the additional online forum for 6 months will be provided with this additional gift certificate).
Contact Information:
Chia-Chun Li, MSN, RN,
Graduate Research Assistant, doctoral student
School of Nursing, University of Texas at Austin
1700 Red River, Austin, TX 78701
E-mail: chiachunli@mail.utexas.edu
Phone: (512) 475-6352
PI: Eun-Ok Im, PhD, MPH, RN, CNS, FAAN
Professor & La Quinta Motor Inns Inc. Centennial Professor
School of Nursing, The University of Texas at Austin
1700 Red River St. Austin, TX 78701
Email: eim@mail.nur.utexas.edu
Friday, February 27, 2009
Bartering while out of work?
Women for Hire are on the mark. I've recently joined. Good networking, info, support.
We're looking for people who recently lost their jobs, but are not collecting unemployment (either it's run out or you're not eligible for benefits), and would be interesting in bartering their skills for products and services they need while looking for work. For example, maybe you're a graphic designer and you're willing to design a logo for someone in exchange for a stroller for your newborn. Perhaps you're a bookkeeper who can prepare simple tax returns in exchange for meals at a local diner. Or you're a publicist who'll trade PR services for someone to design a website so you can start a business quickly.
If this sounds like you—and you'd like to work with us to learn how to do this successfully—please send an email to media@womenforhire.com and put "bartering" in the subject line. Tell us the following: your name, phone and location; what kind of work you were doing; when and why you were laid off; why you're not collecting unemployment; the specific skills or stuff you are willing to barter; and the specific skills or stuff you'd ideally need in return to help you through some tough times. Even though everyone wants cash the most, this project is specifically about bartering. Please indicate a willingness to be on TV if selected to work with us.
Disclaimer of a sort: Womenforhire's job bank is all over the place. I keyed in 'New York' and 'Publishing/Media' and got 'California' and advertising listings. Our job bank is MUCH better: see link halfway down the page
Wednesday, February 25, 2009
Talent Management Systems Unwittingly Biased Against Women
Reinforcing Male Leadership Traits Can Limit Opportunities for Women in Business Leadership
New York (February 25, 2009) – Gender biases and stereotypes can be unconsciously embedded into talent management systems when leadership characteristics reflect traits exhibited by a company’s top, predominately male executives, according to Catalyst’s latest report, Cascading Gender Biases, Compounding Effects: An Assessment of Talent Management Systems. Even organizations with the most sophisticated talent management systems are vulnerable to gender bias which can ultimately impact long-term corporate success, the report says.
This latest study offers a rare assessment of talent management systems and highlights the influence of roadblocks to advancement at 110 leading companies across 19 industries. The report shows that executives set the tone and employees mirror those traits that have made senior leaders successful. When perceptions of leadership are described by masculine stereotypes, employees are viewed as less competent if they demonstrate qualities, characteristics, and skills that are considered atypical. According to the research, this results in a perpetual cycle that can overlook and under-utilize women high performers.
Since consistent evidence shows that teams with diverse leadership outperform those with less diversity, this potential talent loss may have a profound impact on an organization’s performance and sustainability. “Businesses restrict their own growth potential when women are unintentionally excluded from key training and advancement opportunities,” said Ilene H. Lang, President & CEO of Catalyst. “Whether the economy is up or down, who gets promoted – and who gets left behind – has substantial consequences for business success. Everyone is a stakeholder in developing and retaining top talent. Smart companies will seize the opportunity to ensure that their own talent management systems deliver on the promise of tapping into all talent.”
The report builds on two of Catalyst’s research series, Leaders in a Global Economy and Gender Stereotyping. This new study provides unique insights on how organizations can mitigate gender biases rooted in their systems. These insights include:
▪ Develop programs that target the needs of each business unit while examining the various forms of gender stereotyping.
▪ Educate leaders about how stereotypes can negatively influence job assignments and performance appraisals.
▪ Train employees at all levels to recognize effective gender-neutral leadership characteristics.
▪ Review practices from other companies and create strategies that increase development and advancement opportunities for women.
▪ Create opportunities for senior leaders and employees to engage in talent management dialogues.
▪ Evaluate the presence of gender-stereotypic language in talent management systems.
Recognizing the ways in which leadership traits might influence company culture can assist executives in developing talent management systems that address gender biases and stereotypes. This knowledge will help break down barriers that inhibit organizations from achieving gender diversity in leadership and in business itself.
Dickstein Shapiro LLP and Ernst & Young LLP are co-sponsors of Cascading Gender Biases, Compounding Effects: An Assessment of Talent Management Systems. To learn more about this report, as well as other research on gender stereotyping, visit www.catalyst.org. For media inquiries, please contact Serena Fong at 646-388-7757, sfong@catalyst.org, or Jeff Barth at 646-388-7725, jbarth@catalyst.org.
About this study
Research questions were developed based on a comprehensive literature review focused on gender stereotyping, performance management, career advancement, and talent development. To determine potential vulnerabilities in talent management systems, Catalyst collected data from 110 corporations and firms representing 19 different industries. We interviewed 30 talent management experts and architects from 24 organizations, we examined documents from many organizations that completed the interviews, and we then fielded an online survey that was completed by 86 corporations and firms.
About Catalyst
Founded in 1962, Catalyst is the leading nonprofit membership organization working globally with businesses and the professions to build inclusive workplaces and expand opportunities for women and business. With offices in the United States, Canada, and Europe, and more than 400 preeminent corporations as members, Catalyst is the trusted resource for research, information, and advice about women at work. Catalyst annually honors exemplary organizational initiatives that promote women’s advancement with the Catalyst Award.
New York (February 25, 2009) – Gender biases and stereotypes can be unconsciously embedded into talent management systems when leadership characteristics reflect traits exhibited by a company’s top, predominately male executives, according to Catalyst’s latest report, Cascading Gender Biases, Compounding Effects: An Assessment of Talent Management Systems. Even organizations with the most sophisticated talent management systems are vulnerable to gender bias which can ultimately impact long-term corporate success, the report says.
This latest study offers a rare assessment of talent management systems and highlights the influence of roadblocks to advancement at 110 leading companies across 19 industries. The report shows that executives set the tone and employees mirror those traits that have made senior leaders successful. When perceptions of leadership are described by masculine stereotypes, employees are viewed as less competent if they demonstrate qualities, characteristics, and skills that are considered atypical. According to the research, this results in a perpetual cycle that can overlook and under-utilize women high performers.
Since consistent evidence shows that teams with diverse leadership outperform those with less diversity, this potential talent loss may have a profound impact on an organization’s performance and sustainability. “Businesses restrict their own growth potential when women are unintentionally excluded from key training and advancement opportunities,” said Ilene H. Lang, President & CEO of Catalyst. “Whether the economy is up or down, who gets promoted – and who gets left behind – has substantial consequences for business success. Everyone is a stakeholder in developing and retaining top talent. Smart companies will seize the opportunity to ensure that their own talent management systems deliver on the promise of tapping into all talent.”
The report builds on two of Catalyst’s research series, Leaders in a Global Economy and Gender Stereotyping. This new study provides unique insights on how organizations can mitigate gender biases rooted in their systems. These insights include:
▪ Develop programs that target the needs of each business unit while examining the various forms of gender stereotyping.
▪ Educate leaders about how stereotypes can negatively influence job assignments and performance appraisals.
▪ Train employees at all levels to recognize effective gender-neutral leadership characteristics.
▪ Review practices from other companies and create strategies that increase development and advancement opportunities for women.
▪ Create opportunities for senior leaders and employees to engage in talent management dialogues.
▪ Evaluate the presence of gender-stereotypic language in talent management systems.
Recognizing the ways in which leadership traits might influence company culture can assist executives in developing talent management systems that address gender biases and stereotypes. This knowledge will help break down barriers that inhibit organizations from achieving gender diversity in leadership and in business itself.
Dickstein Shapiro LLP and Ernst & Young LLP are co-sponsors of Cascading Gender Biases, Compounding Effects: An Assessment of Talent Management Systems. To learn more about this report, as well as other research on gender stereotyping, visit www.catalyst.org. For media inquiries, please contact Serena Fong at 646-388-7757, sfong@catalyst.org, or Jeff Barth at 646-388-7725, jbarth@catalyst.org.
About this study
Research questions were developed based on a comprehensive literature review focused on gender stereotyping, performance management, career advancement, and talent development. To determine potential vulnerabilities in talent management systems, Catalyst collected data from 110 corporations and firms representing 19 different industries. We interviewed 30 talent management experts and architects from 24 organizations, we examined documents from many organizations that completed the interviews, and we then fielded an online survey that was completed by 86 corporations and firms.
About Catalyst
Founded in 1962, Catalyst is the leading nonprofit membership organization working globally with businesses and the professions to build inclusive workplaces and expand opportunities for women and business. With offices in the United States, Canada, and Europe, and more than 400 preeminent corporations as members, Catalyst is the trusted resource for research, information, and advice about women at work. Catalyst annually honors exemplary organizational initiatives that promote women’s advancement with the Catalyst Award.
Monday, February 09, 2009
Am I missing something here?
...Or will approval of this new pharmaceutical encourage African women to go out and get HIV/AIDS?
Check out the protocols: "The women were counseled to have their partners use condoms." Meaning, of course, that the study of the gel's efficacy would be invalid if they did, so don't push too hard. PLUS one quarter of the participants, nearly 800 women, were given a placebo or no gel. The gel's ultimate efficacy? "...the difference was not statistically significant..."
Early study shows AIDS-fighting gel promising
Check out the protocols: "The women were counseled to have their partners use condoms." Meaning, of course, that the study of the gel's efficacy would be invalid if they did, so don't push too hard. PLUS one quarter of the participants, nearly 800 women, were given a placebo or no gel. The gel's ultimate efficacy? "...the difference was not statistically significant..."
Early study shows AIDS-fighting gel promising
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