Romila Singh

Making the invisible visible: fear and disclosure of sexual orientation at work.

Stigma theory was used to examine the fears underlying the disclosure of a gay identity at work. Using a national sample of 534 gay, lesbian, and bisexual employees, this study examined the antecedents that affect the degree of disclosure of a gay identity at work and, for those who had not disclosed, the factors that influence their fears about full disclosure. Employees reported less fear and more disclosure when they worked in a group that was perceived as supportive and sharing their stigma. Perceptions of past experience with sexual orientation discrimination were related to increased fears but to greater disclosure. For those who had not fully disclosed their stigma, the fears associated with disclosure predicted job attitudes, psychological strain, work environment, and career outcomes. However, actual disclosure was unrelated to these variables. The utility of fear of disclosure for understanding processes underlying the disclosure of gay and other invisible stigmatized identities in the workplace is discussed.

The Relation between Career Decision-Making Strategies and Person-Job Fit: A Study of Job Changers.

Abstract This study examined relations between three career decision-making strategies (rational, intuitive, and dependent) and person–job fit among 361 professionals who had recently changed jobs. We found that the relation between each decision-making strategy and fit was contingent upon the concurrent use of other strategies. A rational strategy related more strongly to fit when individuals also engaged in extensive intuitive decision making than when they engaged in limited intuitive decision making. In addition, a dependent strategy related negatively to fit only in the absence of extensive rational or intuitive strategies. Moreover, self-awareness and awareness of the environment mediated relations between career decision-making strategies and person–job fit. The implications of these findings for future research on career decision making were discussed.

Women’s Reasons for Leaving the Engineering Field

Among the different Science, Technology, Engineering, and Math fields, engineering continues to have one of the highest rates of attrition (Hewlett et al., 2008). The turnover rate for women engineers from engineering fields is even higher than for men (Frehill, 2010). Despite increased efforts from researchers, there are still large gaps in our understanding of the reasons that women leave engineering. This study aims to address this gap by examining the reasons why women leave engineering. Specifically, we analyze the reasons for departure given by national sample of 1,464 women engineers who left the profession after having worked in the engineering field. We applied a person-environment fit theoretical lens, in particular, the Theory of Work Adjustment (TWA) (Dawis and Lofquist, 1984) to understand and categorize the reasons for leaving the engineering field. According to the TWA, occupations have different “reinforcer patterns,” reflected in six occupational values, and a mismatch between the reinforcers provided by the work environment and individuals’ needs may trigger departure from the environment. Given the paucity of literature in this area, we posed research questions to explore the reinforcer pattern of values implicated in women’s decisions to leave the engineering field. We used qualitative analyses to understand, categorize, and code the 1,863 statements that offered a glimpse into the myriad reasons that women offered in describing their decisions to leave the engineering profession. Our results revealed the top three sets of reasons underlying women’s decision to leave the jobs and engineering field were related to: first, poor and/or inequitable compensation, poor working conditions, inflexible and demanding work environment that made work-family balance difficult; second, unmet achievement needs that reflected a dissatisfaction with effective utilization of their math and science skills, and third, unmet needs with regard to lack of recognition at work and adequate opportunities for advancement. Implications of these results for future research as well as the design of effective intervention programs aimed at women engineers’ retention and engagement in engineering are discussed.