gender issues in management - copy

8/2/2019 Gender Issues in Management - Copy

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Gender issue works as the discrimination & the unfairtreatment or judgment of an individual based on his/hergender especially at workplace.

Gender discrimination is also known as sex discrimination.

Though what constitutes sex discrimination varies betweencountries, the essence is that it is an adverse action taken byone person against another person that would not haveoccurred had the person been of another sex.

Discrimination of that nature is considered a formof prejudice and in certain enumerated circumstances isillegal in many countries.


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In 2008, the Organisation for Economic Co-operation andDevelopment (OEC D) found that while female employmentrates have expanded considerably and the genderemployment and wage gaps have narrowed virtuallyeverywhere, women still have 20% less chance to have a jobthan men, on average, and they are paid 17% less than theirmale counterparts.

The OEC D report also found that despite the fact that almostall OEC D countries, including the United States,haveestablished anti-discrimination laws, these laws are difficultto enforce


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Social & Cultural Factors

Family Pressures

Stereotyping

Education

Physical Factors

CAUSES OF DISCRIMINATION


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L ower rate of participation in the labor force

Wage Gap

Glass Ceiling

Sexual Harassment


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India s only case law on sexual harassment the 1997 Vishaka judgment says that.

such unwelcome sexually determined behavior (whether directly or by implication) as:

a) Physical contact and advancesb) Demand or request for sexual favours;c) Sexually coloured remarks;d) Showing pornography;e) Any other unwelcome physical, verbal or non-verbal conduct

of sexual nature.

Where any of these acts can be humiliating and may constitute a health and safety problem.


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Qu id Pro Qu o involves making the conditions of employment contingent on the employee(prospective/existing) granting the employer sexual favors.The employer makes it very clear that hiring, promotions,perks, facilities etc. would be possible only if the employeeconsents to the former's sexual advances.

The 'H ostile Working Environment ' form of harassment,which is the basis of most of the court cases filed, is moredifficult to identify and prove.As per a 1993 US Supreme Court ruling, this has been definedas, "When the workplace is permeated with 'discriminatory intimidation, ridicule, and insult that is 'sufficiently' severe or pervasive to alter the conditions of the victim's employment and create an abusive working environment ."


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Penguin Canada employee L isaRundle filed a sexual harassmentlawsuit against Davidar and thecompany.

In 2001, Infosys's head of sales andmarketing Phaneesh Murthy wasaccused by his assistant RekaMaximovitch of sexual harassmentand wrongful termination of employment.

HP s globalCEO Mark Hurd wasaccused of sexual harassment byJodie Fisher, a hostess for many of

HP s sales events.


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An unacknowledged discriminatory barrier that prevents women andminorities from rising to positions of power or responsibility, aswithin a corporation.

Women still hold only 15.7 percent of C-level positions at Fortune 500companies.

O nly a mere 4.5 per cent of women directors sit on the boards of Indian companies, while male directors constitute the rest 95.5 percent.

In the 10 Indian newspapers, six TV stations and one radio stationcovered by the study, men outnumber women 4 :1, and the under-

representation is found across categories, the worst being topmanagement (13.8%).


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Different pay for comparable work

Sexual harassment in the workplace

L ack of family-friendly workplace policies

Exclusion from informal networks

Stereotyping and preconceptions of women's roles and abilities

L ack of role models & mentoring

Requiring long hours for advancement, sometimes called the hour- glass ceiling.


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Sticky Floor refers to barriers to the advancement of womensuch as family commitments, attitudes, stereotyping, and organizational structures but has also been used to focus oncircumstances where women are promoted but do not receivecommensurate wage rises .

G lass Cliff is a situation wherein someone has beenpromoted into a risky, difficult job where the chances of failure are higher.

When a person has a high level job traditionally held by theopposite gender, they are judged more harshly for their mistakes .


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Women are often paid less than menfor the same work or work of equalvalue on average at least 15% less(up to 25 30% less).

Men receive good salary even asnew-appointments and womenget the same only after 3-4 yearsof job experience.

In general, women also earn less thanmen in their lifetime and thus theyhave worse pension insuranceconditions and also receive smallerpensions when they retire, althoughthey live longer.


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Three former female employees at Goldman Sachs sued theinvestment bank claiming that it was guilty of systematicdiscrimination against women. The lawsuit alleged that

Goldman discriminates in pay and promotion and that apersistent pattern of bias has resulted in theunderrepresentation of women in the firm s managementranks.

Morgan Stanley settled two class action lawsuits brought bythousands of employees for more than $100 million dollars in2004 and 2007.

Smith Barney paid out $33 million in settlement of a case in2008.


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PARAMETERS MEN WOMEN

Not working full-time with MBA 1 in 20 1 in 3

% who opt out 24 37

Working betweenage 25-29 100% 87%

Working betweenage 40-44 100% 71%


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Women1. Family time 44%2. Earn a degree/other training 23%3. Work not enjoyable/satisfying 17%4. Moved away 17%5. Change careers 16%

Men1. Change careers 29%2. Earn a degree/other training 25%3. Work not enjoyable/satisfying 24%4. N ot interested in field 18%5. Family time 12%


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Decreased Productivity

Feeling of inequality

Demoralized Employees

High Absenteeism

High Turnover Rate

L oss of Goodwill among customers

Poor Relationship with Present & Potential Customers


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To p u t in place a policy that encaps u lates the spirit of gender eq u ality amongst professionalsIt has been proven that changes in policies can bring aboutrefreshing changes in a country s work culture and introducegender diversity in private institutions.

To gradu

ally propel a cu

ltu

ral shift within an organisationThe work culture needs to be changed first, which involves abottom-up approach; the mentality needs to be changed atthe grass roots, which will drive diversity as well as a policythat can be put in place to implement it.


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