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The lack of women in Science, Technology, Engineering, and Mathematics (STEM) careers is a multifaceted problem, and there may be various levers for change (e.g., managers' attitudes). Whereas most previous studies have focused on educational aspects, we targeted later career stages: We measured managers' gender role attitudes because managers can be a source of support or discrimination. In fact, women in STEM fields report less support and more discrimination than STEM men or non-STEM women do. Using a large and representative data set from the Socio-Economic Panel (SOEP) in Germany, we compared traditional gender role attitudes in STEM versus non-STEM fields with ordered probit regressions and a multiverse analysis. We found that male, older, non-managerial, and non-STEM employees had more traditional gender role attitudes than others. Additionally, we found a gender gap: For men, older employees had more traditional gender role attitudes; for women, age did not matter, but female managers had less traditional gender role attitudes than nonmanagers. Reasons for this trend might be selection (e.g., women with traditional attitudes might abandon their careers earlier) or socialisation (e.g., female managers' attitudes may change in male-dominated environments). Implications for women's careers are discussed. [ABSTRACT FROM AUTHOR]

Managerial attitudes are often seen as critical to sustainable employee participation practices, yet very little is known about how managers act within employee voice fora. We examine managements' decision to actively consult with employees, and by doing so contribute to industrial relations debates concerning the role of managerial prerogative and trust to better understand the attitudes of managers towards elected employee representatives. Using evidence from a 2‐year longitudinal study of non‐union employee representation, we report on how managements' perception of risk about sharing information with employee representatives influences their decision as to how to consult with employees. The findings show that managers can be unwilling to share information with employee representatives, which constrains the depth and scope of consultation. The role of management decision‐makers, typically the I&C fora Chairperson, is highlighted as champion for, or obstacle to, consultation. Lastly, the data illustrate that I&C is viewed by management as a lower strategic organizational priority, and how extending worker voice is constrained by the importance management place on maintaining their presumed prerogative of control. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]