=Paper=
{{Paper
|id=Vol-3321/paper7
|storemode=property
|title= Gender Diversity in Technology Sector: Barriers and Perceptions Success of Women in Porto Digital
|pdfUrl=https://ceur-ws.org/Vol-3321/paper7.pdf
|volume=Vol-3321
|authors=Lizandra Lígia Soares Bezerra Silva ,Suzana Sampaio,Marcelo Luiz Monteiro Marinho
|dblpUrl=https://dblp.org/rec/conf/clei/SilvaSM22
}}
== Gender Diversity in Technology Sector: Barriers and Perceptions Success of Women in Porto Digital==
https://ceur-ws.org/Vol-3321/paper7.pdf
Gender Diversity in Technology Sector: Barriers and
Perceptions Success of Women in Porto Digital
Lizandra Lígia Soares Bezerra Silva1, Suzana Sampaio1,* and
Marcelo Luiz Monteiro Marinho1
1Universidade Federal Rural de Pernambuco, Recife, Brasil
Abstract
Over the years, it is remarkable that women have increasingly conquered their space in society, acquiring
rights and acting in the labor market. However, gender inequality and the absence of women in certain
roles is still a problem that persists, especially when it comes to women working in the technology field.
In this context, the objective of this work is to analyze the reason for the low number of women working
in software development, and if the identified barriers can be overcome from the perception of success.
Based on a literature review, an online questionnaire was prepared, which was applied to women from
the Porto Digital ecosystem in Recife, obtaining a total of 83 responses. To support the analysis of the
results, in addition to the literature review, the PSPP tool was used to perform statistical calculations. It
was possible to identify which personal and organizational barriers were found, such as self-demand,
leadership problems and harassment. A positive work environment was indicated as an aspect of
success in projects, and it can also be a solution to overcome problems.
Keywords
women in computer science, women in software development, barriers, success criteria, Porto digital
1. Introduction
Diversity in its various aspects (e.g., race, gender, culture, etc.) has been discussed in several areas
with the aim of identifying whether it is possible to obtain better results in the industry [1].
In the area of software development, it has been no different [2]. Thinking specifically about
gender diversity, there is a great lack of women joining the technology area [3], even though
this is a sector that grows every day [4].
In Brazil, the 2019 IBGE census [3] showed that in the area of Computing, Information and
Communication Technologies, only 13.3% are female students, while in courses in the area of
Welfare the percentage of women reaches 88.3%. Still looking at data from the 2019 census,
regarding the salary issue of the country in general, women receive about 77% of men’s income,
and when thinking about leadership positions, this difference becomes even greater, in which
they receive only about 61% of men’s earnings. Finally, another statistic from this census states
that women dedicate themselves to caring for people or household chores almost twice as much
time as men, with about 21 hours per week versus 11 hours per week, that is, it becomes more
XIV Congress of Latin American Women in Computing 2022, October 17–21, 2022, Quindío, Colombia
EMAIL: suzana.sampaio@ufrpe.br (S. Sampaio);
© 2022 Copyright for this paper by its authors.
Use permitted under Creative Commons License Attribution 4.0 International (CC BY 4.0).
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difficult for them dedicate themselves entirely to their careers when they still must deal with
the double workday and family.
Studies on team diversity have shown that this is an important factor in providing solutions
with greater creativity and consequently achieving better results, thus bringing benefits to
the business system [5]. However, it is necessary to make workspaces attractive so that these
women feel the will to stay there. Thus, further studies on these aspects imply attracting more
women to the area, as well as improving software development processes, given that diversity
proves to be a differential in problem solving [5, 6].
Women represent only 10% of the total number of developers and the main causes of this
under-representation may be associated with working conditions, which reflect male gender
bias [7]. Furthermore, it is important to deepen the study on the aspects that can influence
the participation of women in software development projects, as well as to propose ways of
approaching the problems identified in the software communities [7]. Therefore, the objective
of this work is to identify the barriers faced by women to work in the technology market, and
to understand how these barriers can be mitigated or overcome.
Based on this, this work has as a guiding question: "Why are there few women working in the
technology sector?", and as supporting questions we have "what are the barriers faced by women
in the IT market?" and "what is the perception and success criteria of these women in relation to
their performance within the team and the work environment?". For this, a study was carried out
with women who work in technology companies in Porto Digital, located in the city of Recife -
Pernambuco. An online questionnaire was used to collect the data, which identified obstacles
in the work environment as a way to retract the rise of women in this environment, while a
friendly and positive work environment was indicated as a criterion for success in projects.
In the course of this work, the terms: barriers, obstacles, challenges, and problems are always
used with the same intention of addressing the barriers faced by women. In addition to this
introduction, this work presents in Sections 2 and 3 the context of the problem and the method
applied. Section 4 presents the results and their implications. At last, 5 section presents the
discussion, conclusions, limitations, and future work.
2. Background
2.1. Women in computing
In the emergence of the first computers, in the middle of the Second World War, women were
involved from the financing of projects to the conception and programming of the machines,
with the majority of programmers being women, as pointed out by [8]. This was because
programming was seen as something that requires a lot of patience, persistence and attention
to detail, and these characteristics were considered more prevalent in women.
Although computing spaces are predominantly male, many women were part of computing
history and made contributions that are still remembered today. As is the case with Augusta
Ada Byron King Lovelace, who was an English mathematician and writer who collaborated with
Charles Babbage in writing algorithms for Charles Babbage’s analytical engine. In this work,
she developed algorithms that would allow the machine to compute the values of mathematical
66
functions, in addition to creating the concepts of “loop” and “subroutine”, because of this, she is
now considered the first programmer in history [8, 9].
Another famous woman was Grace Murray Hopper, who was an admiral and systems analyst
in the United States Navy and was one of the first programmers of the Harvard Mark I computer.
She is primarily known for being the creator of the high-level Flow-Matic programming language,
which in the future served as the basis for the creation of the COBOL language [8, 10].
2.2. Barriers faced by women in computer science
Some fields of Science, Technology, Engineering and Mathematics (STEM - Science, Technology,
Engineering, and Mathematics) are more gender balanced than others, as can be seen in computer
science where there is a large dropout by women, while this does not occur in biology degrees.
This is because it is more difficult for women to fit into areas of predominantly male culture and
a change in these predominantly male beliefs and values could make these fields more attractive
not only to women but also to other men. The lack of teaching of some STEM fields in the early
years of education is also a barrier that reinforces gender stereotypes and keeps open this gap
in gender self-efficacy [11, 12, 13].
In 1991, the US Department of Labor defined the Glass Ceiling as, the fact that a qualified
person is debarred at a lower level due to discrimination most often based on sexism or racism
[14]. This commission also identified three categories of barriers that prevent women from
entering predominantly male areas: social barriers (gender stereotypes and the concept that
men and women have different roles in society), governmental barriers (lack of consistent
monitoring and law enforcement to support for equality policies within the market), structural
barriers (attitudes and conditions of business as a whole) [15, 16, 17, 18].
Stereotypes and prejudices end up becoming the biggest barriers faced in their careers, we
can mention gender schemes, which are mental models that determine the expectations of
individuals’ gender roles based on biological sex. For example, some traditional gender roles
suggest that a woman’s role is to marry and raise children while a man’s role is to work and
financially support the family. As the IT industry is overwhelmingly male, it is male values
that set the standard, and women entering this area can be seen as deviant and demeaned.
Therefore, stereotypes and prejudices end up becoming the biggest barriers faced in their careers
[19, 20, 13].
2.3. Diversity in work environments
Diversity can be characterized as recognizing and accepting differences between people in
terms of age, gender, race, class, ethnicity, sexual orientation, religion, etc. [21]. Within an
organization, diversity encompasses every difference of an individual that somehow affects
a task or relationship; thus, diversity has an impact on existing products and services [22].
This impact proves to be positive to provide solutions with greater creativity and consequently
achieve better results [5, 22].
According to [5], characteristics such as race, gender, ethnicity, age, as well as specialization,
workplace, hierarchical level in the company and user skills are criteria considered important,
according to team leaders, to obtain a diverse team and able to solve problems. On the other hand,
67
diverse teams can also cause more conflicts between members due to different perspectives,
thus compromising the creativity and progress of the project. Therefore, it is important that
social connections are encouraged among the members, emphasizing the value of diversity in
the team [5, 23, 24].
Valuing diversity, in addition to making companies more profitable, can bring some competi
tive advantages, such as: increasing productivity, since in a work environment where members
feel included and respected, negative attitudes are less common; increase marketing skills,
as a diverse group of employees can bring different views about various customers; business
retention, as some organizations take the initiative to say no to partners who do not demonstrate
a commitment to diversity; among other advantages [25].
The authors [26] and [27] address the aspect of diversity in agile teams, whether that diversity
is in relation to visible characteristics, such as race and age, as well as invisible characteristics,
such as experience and educational level. While [26] evaluates diversity in conjunction with
collective intelligence, [27] discusses diversity and the psychological safety of teams.
Some factors that are linked to the diversity of people are communication, collaboration,
and a reliable team environment, according to [28]. These characteristics are important parts of
the agile way of working, and as the level of agility in the industry has been growing in
recenttimes, these factors have been pointed out as success criteria for more diverse teams.
2.4. Success criteria in software development
A list of characteristics is relevant in teamwork to improve the quality of performance, namely:
communication, coordination, balancing the contribution of members, mutual support (willing-
ness to help each other), effort and cohesion (motivation and focus on team goals and not just
individual goals) [29].
The study by [28] indicates that team environment, team spirit and team capability are
important success factors within teams. In this way, examining teams against these success
criteria can make it easier to solve problems, for example, when using other communication
tools to improve team communication.
Women have a management style focused on communication and building positive
relationships, these being essential characteristics of a Scrum Master, for example. In this
way, enhancing the concept that women work effectively in agile teams and in leadership
positions, as well as men [30]. Good leaders can inspire the team, connect people with purpose,
and in turn help team members find meaning in their work. Some solutions to help women
enter these positions are educating women and men about gender bias and creating safe
workspaces to make transitions to higher positions [31, 7]. In this work, we use the
success criteria to analyze how the women of Porto Digital see the business environment in
which they live.
3. Methodology
An exploratory review was carried out [32], considering articles that addressed the theme of
diversity within workspaces in the technology filed, and specifically the existence of women in
these environments. Works that cited at least one topic of interest in the research were also
considered, namely: (I) barriers faced by women to advance in their careers, (II) performance of
68
software development teams with greater diversity, (III) women who work in leadership roles
in software projects.
The data collection questionnaire was prepared online through the Google Forms platform,
and was divided into four sections, with questions: (1) Socio-demographic characterization; (2)
Questions related to current employment; (3) Regarding the barriers faced by women within
the labor market; and (4) Regarding the success criteria found within the development teams.
For each item (Sections 3 and 4) the respondents were asked to indicate the level of agreement
on a Likert scale [33] from 1 (strongly disagree) to 5 (strongly agree), given that this scale is the
most used in research of opinion, and allow respondents to respond considering their point of
view.
The statements in Section 3 were taken from the study by [34], which aimed to gain a better
understanding of barriers to career advancement for women in technology sectors. As for
the statements in Section 4, they were taken from the study of [28] and [29], who sought
to understand how some agile methodology practices positively influenced teamwork. The
questionnaire also had two optional open-ended questions, which allowed respondents to
express themselves freely about other barriers and/or success criteria not mentioned.
Its distribution was through email groups and the social network LinkedIn, for women who
work in technology companies within the city of Recife - PE. The city is known for providing
the Porto Digital [35] technology park, which has more than 330 companies and institutions on
board in its territory, most of them in the Information and Communication Technology (ICT)
area. The collection began in mid-March 2021 and lasted until May 2021, obtaining 83 valid
responses.
Finally, the collected data were validated and analyzed to obtain the answers to the
research questions of this study. The PSPP [36] tool was used for data analysis.
4. Results
4.1. Participants and Companies Profile
More than half of the respondents (51.8%) are between 25 and 34 years old, and a percentage
of 39.8% are between 18 and 24 years old, thus, we can say that research’s biggest part of
participants are still a young population.
As for monthly family income, 45.8% reported having 3 to 6 minimum wages (from R$3,045.00
to R$6,270.00). And regarding to schooling, 38.6% reported having incomplete higher education,
which may mean that they are still attending a degree in technology area. Still looking at
schooling statistics, around 30% have higher education, 20.5% have postgraduate degrees and
9.6% have a master’s degree.
Moving on to the section on questions regarding current employment, 33.7% of respondents
have worked in the technology market around 3 to 5 years, while 30.1% have worked between
1 and 2 years, and 19.3% work for less than 1 year. The remaining percentage is divided into
8.4% both for those who work between 5 and 10 years and for those who work for more than 10
years in this field. Therefore, the total number of respondents who have up to 5 (five) years of
experience corresponds to 83.1% (69 participants), meeting the expectation of analyzing mainly
the group of women who are at the beginning of their careers, but not restricted to just them.
69
From 83 responses obtained in this questionnaire, data were collected from women from 31
different companies. From the companies mentioned by the participants, almost 64% have 500 or
more employees, thus being considered large companies according to the definition of SEBRAE
[37]. Regarding the role that the participants play within the teams, almost 63% perform the
role of Developer and 18.1% perform the role of Testers, the other almost 20% of the roles are
distributed among several areas, from Support, Design, Data, Leadership, etc.
It was also possible to observe that, in the results referring to the size of the teams and the
number of women that make up these teams, only 7.2% have many women (between 8 and 12)
within the teams, which means only 6 answers.
4.2. Barrier Analysis
When asked if they have faced or face obstacles to advancing in their careers, a majority of
63.9% answered ‘yes’, while 36.1% answered ‘no’. Analyzing only women who work in the IT
market with up to five years of experience and women who work for more than five years.
We obtain that, for the first group, about 56% respond that ‘yes’, have already faced or face
problems to advance in their career, while for those who are over five years old, the result of
‘yes’ is about 71%. Then, they were asked to conceptualize the proposed statements
(referring to the barriers presented in Table 1) according to the reality seen by each one.
In addition to this average, a calculation of the percentage of respondents who agreed with
each statement (NC) was also performed, to bring greater clarity to the data analysis later.
For this, the results corresponding to "I totally agree" (NCT) and "I partially agree" (NCP) were
grouped, so that: NC = ((NCT + NCP) * 100)/83.
For the statement "Working up to 2x more than men to be recognized", for example, NCT
was equal to 24 and NCP was equal to 26. Applying the formula, it is possible to obtain the
value of 60.24%.
Table 1. Problems encountered by women
ID1 Problems Average NC
P Working up to 2x more than men to be recognized 3,48 60,24%
O Salaries not compatible with the market 3,46 61,44%
O Leadership issues 3,33 55,42%
I Lack of female role models to be inspired 3,28 55,42%
E Balancing work with family 3,08 43,37%
O Important information is hidden by other team members in certain situations 3,05 43,37%
P Little incentive to remain in the career 2,95 45,78%
I Inadequate selective process 2,94 39,75%
P Gender discrimination 2,92 44,57%
S I don’t find barriers 2,22 25,30%
1
P - personal, O - organizational, I - industry, E - work-life balance, and S - no gender issues
The results are visible in Table 1, together with the respective averages of each item on the
scale, in descending order, as well as the percentage calculations for NC. In addition to the
70
average and percentage, the problems listed in Table 1 were classified into categories following
the proposed research by [34]. After conceptualizing the statements, the participants were able to
report other problems or obstacles encountered through the discursive and optional question.
These answers bring the unique perception of women about other problems, which for them
are impediments to advancing in their careers. These reports were also categorized following
the proposal by [34], to identify the 3 (three) categories that had the highest average in the
Table 1.
The personal category reports relate to the fact that women in technology sectors are
especially likely to perceive individual-level barriers to career advancement and company
growth,also caused by gender schemas [19]. Examples of reports from this research were: "Self-
demand, [...] having to be available to work overtime without planning, Mental exhaustion" (P2);
"Having their achievements questioned because of gender" (P21); "Women charge
themselves much more to prove themselves and prove to people that they deserve the place
they occupy. [...]" (P22); and "I would say more personal obstacles such as insecurity, imposter
syndrome..." (P24). The Table 2 presents the reports of the Organizational category, which
refers to cultural aspects of companies, whether informal rules of behavior, incentives, and
even organizational priorities. The industry category refers to the fact that organizations are
not gender neutral. Under this topic, P10 replied that "The way some selection processes are
conducted for minorities. Sometimes it gives the impression that it’s just a facade, it only
makes companies have the opportunity to raise the flag (but not always act in fact)".
P11 pointed out that "[...] the environment in most technology courses is very masculine and
even a little hostile. Movements to retain women in the course are growing, but it is still very
preliminary; And who is making a career change. Usually, these people learn to program with
online courses, alone or in a program. The problem is the market reception for these people."
Table 2. Organizational category reports
ID Response
P4 "Lack of credibility, lack of recognition, not having your ideas and opinions taken into account"
P5 "Sexism by co-workers and fear of being harassed for being in an environment surrounded by men"
P7 "Male colleagues on the same team being recognized for things I did, whereas I received no credit"
P8 "Organizational climate that does not provide security and openness to contribute to the team"
P23 "There are some dialogue barriers between women and superiors (team leaders, managers, etc.). Most of the time,
desires that are expressed to seek professional growth are not prioritized in most companies, generally forcing
women to settle in a comfort zone, which does not allow them to face new challenges who are necessary and
fundamental for their growth."
Thinking about solutions to these problems, it is possible to find some approaches in the
literature. For the organizational category, a solution would be the "habit breaking" approach,
where participants become aware of the prejudiced habits they have and learn the consequences
of continuing to reproduce this prejudice. Despite proving to be effective, this approach requires
a great commitment of time and trained educators [38].
To alleviate problems related to work-life balance, one option is to allow flexible working
hours, which can have beneficial effects especially for mothers [38]. As for the industry
category, one solution is the implementation of multicultural and organizational training for
managers, for their development and better team management [39].
71
Still observing the barriers faced by women, the PSPP software was used to calculate the
reliability of the data. The value 0.84 was obtained, which indicates good reliability. Then,
the Pearson Correlation Coefficient [40] was calculated with the values of all statements in
this section of barriers, and the only result that showed a significant value was a moderate
correlation of 0.538 between the statements ‘Leadership issues’ and ‘Salaries not compatible
with the market’.
4.3. Analysis of success criteria
As for the performance within the team and perceptions about the work environment, the Likert
scale from 1 (one) to 5 (five) was also used, where 1 (one) represented "I totally disagree" and 5
"I totally agree". The results are visible in Table 3, together with the respective averages of each
item on the scale, ordered in descending order. As in the previous section, after conceptualizing
the statements, the participants were able to answer an optional discursive question to cite
other success factors.
In these reports, it is possible to find some characteristics that are linked to the agile
development methodology, as stated by P5 "Performing application tests and working in pairs
makes productivity and quality delivery speed increasingly frequent." or by P7
“Type/Flexibility of Scope, Customer Communication”.
Regarding the success criteria, a reliability of 0.84 was also obtained in the PSPP software,
which indicates a good reliability. As in the barriers section, the Pearson Correlation Coefficient
was also calculated. A moderate correlation of 0.717 was found between the statements ‘Team
members help and support each other as best they can’ and ‘Suggestions and contributions
from team members are respected’; a moderate correlation of 0.619 between ‘Team members
help and support each other as best they can’ and ‘There is frequent communication within
the team’; and an also moderate correlation of 0.614 between ‘Team members help and support
each other as best they can’ and ‘Friendly and positive environment’.
Table 3. Success and performance criteria x Average
ID1 Success/Performance criteria Average NC
P I show myself willing to improve and I always get chances to do so. 4,70 97,59%
O Team members help and support each other as best they can 4,64 97,59%
P I am able to meet project goals on time 4,63 92,77%
T The result of teamwork is of high quality 4,57 93,97%
P There is frequent communication within the team 4,54 93,97%
O Friendly and positive environment 4,51 92,77%
P Suggestions and contributions from team members are respected 4,47 95,18%
T Team members contribute to the achievement of team goals according to their specific 4,47 91,56%
potential
T The team follows agile software development practices 4,20 78,31%
T Technical training and mentoring for the team happen frequently 3,59 60,24%
1
P - personal, O - organizational, T - technical
72
5. Discussion and conclusion
According to Orser, Riding, and Stanley [34], career challenges were categorized into 7 (seven)
different categories, where the 3 (three) most mentioned by the 115 participating women were:
personal, organizational, and industry. Analyzing the problems encountered by the women (See
Table 1), it was also possible to notice that among 5 (five) categories imposed in the questionnaire,3
(three) with the highest average and distinct were also: personal, organizational, and industry.
Personal category concerns that women in technology sectors are especially likely to perceive
individual-level barriers to career advancement and company growth, also caused by the [19]
gender schemas, as stated in reports P2, P21, P22, and P24. Organizational category refers
to the company’s cultural aspects, whether informal rules of behavior, incentives, and even
organizational priorities, as mentioned by P4, P5, P7, P8, and P23 in Table 2. Finally, the
Industry category refers to organizations being not gender-neutral, as reported by P10 and
P11. Thus, it is possible to see that the most cited categories that indicate the most significant
problems women face in the study by Orser, Riding, and Stanley [34] are also the problems
most pointed out by women in the Porto Digital ecosystem.
Table 1 shows the problem with the highest average in the ranking was “working up to 2x
more than men to be recognized”, which falls into the personal category. No solutions were
found in the literature for this problem type since it is a highly personal factor and is rooted in
how women learned to work in the market so that they are more likely to be recognized, as
mentioned by P22. It is possible to verify that the obstacles to advancing in the IT career
are a fundamental factor, however less noticeable (56%) among women with less experience in
the market, perhaps because they are at the beginning of their careers. While for women with
more experience, this value increased (from 63% to 71%), indicating that over the years,
there is a probability that women increase their perception of career barriers.
Analyzing the answers to the open question about the problems encountered, a worrying
point cited by some participants is the issue of harassment at work. This problem is mentioned in
P5, P18, and P20 (Table 1). Canedo et al. [7] bring up the importance of having anti-harassment
policies in work environments to solve this type of problem.
The statement "Lack of female examples to be inspired by" in the Industry category (See Table
1) had an agreement rate of 55.42%. It could indicate that for most women in this study, the
industry has not highlighted other women who can serve as inspiration, such as in leadership
positions. A more appropriate approach, proposed by Orser, Riding, and Stanley [34], to be
used by companies to make work environments more welcoming is to use mentorships more
frequently for this audience.
Regarding the results obtained in the present study, the statement "Technical training and
mentoring for the team happen frequently" (see Table 3) did not obtain an average as high as
the other 9 (nine). So, this indicates that possibly this is not a constant practice (for around
40% of respondents) of companies in Porto Digital. However, for Alahyari et al. [28], technical
training use is a project’s success criteria.
Pearson’s Correlation Coefficient calculation indicated that 3 (three) different statements
obtained a moderate correlation with the same statement “Team members help and support
each other in the best way they can”. Given that this correlation between these success criteria
was positive, we can say that by seeking to increase this indicator and encouraging
teamwork. The other statements can also improve performance. Thus, according to the
three distinct characteristics, the suggestions and contributions of team members will be
more respected, there will be an improvement in team communication, and the environment
will become more friendly and upbeat.
73
Therefore, it is recommended that companies encourage enthusiasm and good relationships
among their employees. Thamhain [39] points out that factors that satisfy personal and
professional needs positively impact the performance of projects. The leader’s role is to
guide everyone throughout the project to build strong bonds between team members.
Furthermore, in a complementary way, [41] also states that team performance also depends on the
organizational context provided by management.
In summary, through our research question: "Why are there few women working in the
technology sector?", we found that this is due to obstacles encountered to advance in the career,
whether personal or organizational. A positive work environment is indicated as an aspect of
project success, thus contributing more for women to overcome the obstacles encountered.
Some limitations were observed in this study. First, the questionnaire was aimed at women
only, obtaining a list of barriers related to advancement in technology careers with a focus
on the female gender. However, this study does not assume that some or all the problems
documented are unique to women. Therefore, future work would compare the career challenges
between both genders.
In addition, another limitation of the study was the sample size. We consider ourselves
women who work in the technology sector at Porto Digital in Recife. However, due to the low
number of participants, the research was limited in terms of statistical analysis. Thus, the need
to expand the number of the sample remains so that the result of the present study can better
reflect the scenario of Porto Digital.
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