In respponse to an LA Times op-ed on the“Mommy wars” as a “false battle,” Janet Galt explains why conflict between career and at-home mothers is real. There are economic, political and cultural externalities to women’s choices.
According to the Times’ column, “There’s no ‘one right way’ to raise a child; stay-at-home moms and working moms are allies, not enemies (the real enemy is mean bosses and worthless husbands),” Galt writes.
If there’s One Right Way to raise a child, I certainly don’t know what it is, so I’ll stay out of that battle. But I would like to point out that if you think you’ve found the One Right Way to raise YOUR child, then it does indeed make sense to fight hard to persuade as many other women as possible to make the same choice.
There’s too much here to summarize. Read the whole thing.
In the Christian Science Monitor, Stephanie Coontz takes on the “opt-out myth”, the idea that highly educated women are choosing to stay home full-time. In fact, highly educated mothers are less likely to be full-time mothers than any other group of moms: 75 percent of those with postgrad degrees and children under 6 are in the workforce.
Today, the likelihood that a woman will leave her job because of her children is half what it was in 1984.The “opt-out” stories got a new lease on life in 2005, when census studies showed that the workforce participation of mothers had dropped by almost 2 percent since its peak in 2000. But economist Heather Boushey reports a similar drop in labor force participation rates of childless women and all men as the job market shrank during the 2001-04 recession.
Fewer mothers quit work when their children are born and those who do return to work more quickly, Coontz writes.
Two groups of wives stay out of the labor force for longer amounts of time. One is women in the richest 5 percent of the population. The other group is women with a high school education or less, who married and had children at an early age. Often, these women would like to work but cannot afford to, because the wages they could earn would not cover adequate child care or the additional expenses of transportation and work clothes.
Coontz starts with the story of Brenda Barnes,the top Pepsi exec whose decision to leave her job to spend more time with her children was highly publicized in 1998. During her six-year career break, Barnes served on numerous boards, was interim president of a hotel chain, chaired her alma mater’s board of trustees and taught business school courses. Baking is now her full-time job: She is CEO of Sara Lee.


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