Support on the way to the top? The effects of family-friendly flexible working arrangements in organisations on the promotion of women to management positions—the case of Germany

Figures & data

Figure 1. Conceptual model.

Table 1. Promotions to management positions by gender, in the period 2012–2016, shares in percent.

	Men	Women	Among them: Mothers	Mothers as a percentage of all women
Promotions to management positions
Number of promotions:	N = 5954	N = 1264	N = 264	21
Full-time = > part-time management position	0.3	2.6	7.2	59
Full-time = > full-time management position	97.4	82.9	58.3	15
Part-time = > part-time management position	0.8	10.1	25.8	54
Part-time = > full-time management position	1.4	4.4	8.7	42
	100.0	100.0	100.0

Note: Restricted to employees in establishments with 50 or more employees with valid information and only promotions within the same firm. There may be deviations in the total due to rounding.

Source: Own calculations using LIAB_LM_9319_v1.

Table 2. FFWA firm types: absence and presence of FFWA in establishments with 50 or more employees, 2012 compared to 2016, shares in percent.

FFWA firm type	2012	2016	Share
FFWA = none	Absence	Absence	82.4
FFWA = present	Presence	Presence	5.4
FFWA = withdrawn	Presence	Absence	5.5
FFWA = introduced	Absence	Presence	6.7
Share of establishments with FFWA	8.1	9.2
Part-time quota in establishments	25.4	27.5
Share of establishments with working time accounts	70.8	78.4
Share of establishment with self-determined working hours	34.7	40.0

Note: Restricted to establishments with 50 or more employees with valid information on FFWA in both waves (N = 2255).

There may be deviations in the total due to rounding.

Source: Own calculations using LIAB_LM_9319_v1.

Figure 2. FE logistic regression estimates (odds ratios): chances of advancing to management positions (Interaction variables: #women, #part-time). + p < 0.1, **p < 0.01, ***p < 0.001. Note: Restricted to employees in establishments with 50 or more employees with valid data in 2012/2016 who are employed in the same establishment, balanced panel. The dependent variable is the advancement to managerial or supervisory positions. N: 14,034 observations of 7017 employees. Table S2 in the Supplemental Online Material for a list of the control variables.

Source: Own calculations using LIAB_LM_9319_v1.

Figure 3. FE logistic regression estimates (odds ratios): women’s chances of advancing to management positions (Interactions: #part-time, # children). ⁺p < 0.1, *p < 0.05, **p < 0.01, ***p < 0.001. Note: Restricted to female employees in establishments with 50 or more employees with valid data in 2012/2016 who are employed in the same establishment, balanced panel. The dependent variable is the advancement to managerial or supervisory positions. N: 2120 observations of 1060 women. See Table S2 in the Supplemental Online Material for a list of the control variables.

Source: Own calculations using LIAB_LM_9319_v1.

Data availability statement

The data used in this contribution are publicly accessible at the Research Data Centre (FDZ) of the Federal Employment Agency (BA) at the Institute for Employment Research (IAB) in Nuremberg, Germany. For the analyses, the linked-employer-employee-data (LIAB) longitudinal model 1975–2019, version 1 was used. The LIAB data are available at DOI: 10.5164/IAB.LIABLM7519.de.en.v1.

If you would like access to the computer programmes for replication purposes, please contact the author. The estimations were carried out with the statistical software package Stata, version 17 (StataCorp LLC., USA).