According to Amer Al- Manasra (2013) stated the term of glass ceiling use the described the world in which prejudice blocked access to the best position for women as a well enshrined phenomenon supported by conclusive evidence. According to Bombuwela and Alwis (2013) emphasized that glass ceiling global barriers can broadly be divided into three categories which is namely, individual, societal and organization related barriers. According to Johns (2013) stated that the ‘glass ceiling’ still exists, despite the numbers of women is rapidly increasing in both participating in the workforce and achieving management positions. However, Sturges (1999) observes that men and women may differ in how they measure career success. Men usually is more focus on external criteria, such as status, power and material success, while women is different from men, women is more focus on internal criteria, such as personal recognition, accomplishment, and also achieving balance in their daily lives. According to Mathenge (2013) stated that female managers remain a small fraction of those in senior positions in every country. They also realise that they have fewer opportunities than men for promotion to senior management (Wood and Lindorff 2001). Additionally, two-thirds of the women executives surveyed by Russel Reynolds Associates (1990) said they were not actively encouraged to participate in career development activities. Australian women managers encountered problem of lack of career (Dimovski, Skerlavaj and Mok, 2010). This upper-level gender difference results in women is remaining concentrated at the bottom of the career ladder even in female in those areas are traditionally dominated (Githui Donatus Mathenge 2013). According to Linehan, Scullion & Walsh (2001) indicated that before developed for international assignment, female international managers have to conquer many additional overt and covert barriers. The findings of a study by Akpinar-Sposito (2013) show that there is evidence of a glass ceiling for women, but racial inequalities problem among men do not follow a similar pattern. Furthermore, Chenevert and Tremblay (2002) also stated that even if women manager have a high level of education and the desire to reach higher positions, but they face many obstacles, instead of getting ahead as their men partners often do, and that one of the reasons for this is the so-called ‘glass ceiling.’ Meyerson and Fletcher (2000) indicate that despite the number of women is rapidly growing in both participating in the workforce and reaching management positions, for the majority the evidence demonstrates that, women advancement to the very highest levels is rare and that the ‘glass ceiling’ still exists.