Female Participation In The Workplace: Importance And Challenges

The Importance of Female Participation in the Workplace

Discuss about the Organizational Behavior for Growth and Success.

The overall growth and success of the economy is dependent on the female participation in the workplace. A women constitute about half of the total population of the country. Thus, it is needed to protect their rights at the workplace. Here is the discussion about the female participation in the organization and on the other hand, the paper explains that how advancement of female participation is seems to be hindered by glass ceiling. Along with this, strategies that may assist and guide the advancement of female in the organization have been explained in the task. 

Women participation has been increased due to economic development, the relationship is not consistent and straightforward at all the country level (Kirton, 2017). There is remarkable more variation in developing countries in workforce participation by women rather than men. This difference is driven by a variety of social and economic factors including economic growth, social norms and education. Women participation is an important and significant driven for development and economic growth. They join the workforce to survive in the competitive market and coping mechanism in response to shocks (Bowen & Finegan, 2015). Along with this, it helps improving and enhancing the profitability and outcomes of the firm. Access to quality education is vital to enhance and boost employment outputs for women. Women involvement in labor marketplace varies highly across the countries reflecting differences in social norms, fertility rates, economic development, education levels and access to childcare and some other supportive services (Abbate, 2012). There is very complex relationship between female involvement and these factors. Evaluating and measuring these issues is critical task because female labor force participation is a driver growth and this involvement rates indicate a country’s capability and potential to grow and sustain more rapidly (Srinidhi, Gul & Tsui, 2011). Women participation is an effective weapon to stay in the competitive market because the firm can use excellent skills, knowledge and experience of female workers. Female labor supply is thus, output of development and driver. As more females enter the labor force, economies can grow and flourish towards higher labor inputs (Boserup, Tan & Toulmin, 2013). Engaging women also helps in attaining the long term goals and objectives. It shall be noted that policy maker needs to understand and evaluate the nature of women’s labor supply and to focus female labor force involvement. Ultimately, labor force contribution is the output of not only supply side factors, but also of the demand of the workers. The relationship between developing demographic and socio-economic factors and how female contribute in the world of work and task is multifaceted and complicated (Slater & Tiggemann, 2011). The women work due to poverty. Before evaluating the labor force, it is also significant to look at the nature of the female employment in large extent. There are few women who have performed themselves as a leader includes Danae Ringelmann, Rachel Sklar and Monif Clarke. These female leaders are performing their task well and effectively.

Challenges to Advancement of Female Participation in the Workplace

Regional estimates of female labor force participation rates, 1992 and 2012 (adult population 25 and older)

In the Middle East, south Asia, North Africa, less than 40% of female aged 25 and older involvement in the labor force has been shown in the above diagram. The involvement rates have increased in the Middle East and North America from 1992 to 2012, while that cut down in South Asia. Improvement and encouragements in the education system could be the key to promote and inspire women to take up roles and responsibilities in every sector. Increased involvement and contribution of female in the labor force is interconnected with decreased fertility, marriage and permitting more involvement of single and married women at the workplace. Apart from this, the organization has been able to meet the long term requirements and needs by involving women in the workplace. Moreover, it helps in making dynamic and effective decisions within the organization (Barak, 2016).

Though female participation in the workforce has risen sharply and widely in the last two decades but at the same time various issues and challenges are faced and dealt by the women at the workplace. As a result, the advancement of women in organizations seems to be hindered and existed by the glass ceiling. The term “glass ceiling” was propounded by the Wall street Journal before 20 years. The glass ceiling is the analogy and parallel of the issues and barriers faced by female in reaching and enhancing the growth and sustainability. There are various causes due to which advancement of women in labor force are hindering have been stated below.

Gender wage gap: The wage gap is one of the main causes of the glass ceiling effect. This situations occurs when female work as hard rather than men, yet they are still getting lower and cheap wages. Along with this, gender wage gap is found and originated to be interconnected to gender segregation at the workplace. Furthermore, there is discrimination between the men and women in terms of age, sex and gender that could affect the progress of the firm. If the level of discrimination is higher and superior as it means that most authority is employed in the organization. In this way, it creates gender gap within the organization between men and women (Michailidis, Morphitou & Theophylatou, 2012).

Gender segregation: Gender segregation may b referred a situation where men and women are engaged in a different types of employment ad industries. It is directly related to the income level and wage of the men and women which could affect the long term mission and vision of the firm. It shall be analyzed that gender gap is one of the empirical issues and barriers that lead to gender gap. Gender segregation could also affect the market share of the firm adversely.  This issue will affect the performance and productivity of the firm and women as well (Merchant, 2012).

Gender Wage Gap

Barriers in the promotion process: There are various barriers occurred in the organization that could affect the role of productivity of the female. The gender issue is contributed to a prolonged high and effective level of promotion among the women. It is stated that exclusion in top level positions and image among female negatively affected their satisfaction due to the higher levels of stress and anxiety in the workplace that is one of the biggest issues that is barrier to promotion (Ruth Eikhof, 2012).

On the other hand, stereotyping and preconcert of about suitability for leadership position also affect the identity of the women. Moreover, the top management does not provide flexibility in explaining and defining work schedules. Female tend to value and monitor on the feelings and emotions more than men that can cause misunderstandings and misinterpretation at the workplace. Furthermore, it is stated that one of the most important and disappointing issues and hurdles for women at the workplace, is the fact that female make a significantly less than men.  Although, women and men do have many similarities when it talks about the communication and cooperation, there are enormous barriers and hurdles that generate hurdles and obstacles at the workplace. Men tend to communicate and share the information while mostly women communicate in order to create an effective and dynamic relationship. It is analyzed that all these issues occur at the workplace within the organization. On the other hand, stereotyping also could have direct impact on the effectiveness and efficiency of the female workers. All these issues are faced by women in today’s modern world (O’Neil, Hopkins & Sullivan, 2011).

The organization and government need to focus on these challenges and issues for promoting the female participation at the workplace. It will also help to boost and develop level of confidence, trust and morale of female in the organization. Female participation is important and essential for economic growth and development. One of the significant strategies towards advancement of female participation is organizational awareness and education issues and hurdles that are faced by the women at the workplace when they perform tasks and duties. In addition, action plan must be initiated by the companies to encourage and increase the female participation in women globally (Tlaiss & Kauser, 2011). It will also reduce issues and conflicts that occurred due to lack of awareness and inequality. Proper opportunities must be provided to motivate the women and encourage them for doing work effectively. Political navigation is one of the significant strategies that help in promoting and improving the female involving in the organization. Apart from this, it shall be stated that mentoring and coaching also help in developing the confidence and loyalty among the female workers as it also reduces and eliminate discrimination within the organization. Visible female role model also support in advancement of women in organization. In addition, labor policies are implemented for women in order to ensure gender equality, assessing job creation opportunities, ensure favorable working conditions and equal income and social welfare. The government should protect the rights of women to increase their participation in workplace. In this way, everyone can provide good opportunities to women for growing their participation in the organization (Schwanke, 2013).

On the above mentioned event, it has been evaluated that female involvement is essential for accomplishing the goals and objectives. Reduction in discrimination and inequality lead to favorable working environment and culture within the organization. The policies and strategies which promote and enhance the participation may imply a cost in terms of eliminated equity. In addition, equal employment opportunities shall be provided to men and women in order to maintain a balance in the workplace. It will help to reduce the issues and conflicts related to female participation and make happy for perform roles and responsibilities. 

References

Abbate, J. (2012). Recoding gender: Women’s changing participation in computing. MIT Press.

Barak, M. E. M. (2016). Managing diversity: Toward a globally inclusive workplace. Sage Publications.

Boserup, E., Tan, S. F., & Toulmin, C. (2013). Woman’s role in economic development. Routledge.

Bowen, W. G., & Finegan, T. A. (2015). The economics of labor force participation. Princeton University Press.

Kirton, G. (2017). The making of women trade unionists. Routledge.

Merchant, K. (2012). How men and women differ: Gender differences in communication styles, influence tactics, and leadership styles.

Michailidis, M. P., Morphitou, R. N., & Theophylatou, I. (2012). Women at workequality versus inequality: barriers for advancing in the workplace. The International Journal of Human Resource Management, 23(20), 4231-4245.

O’Neil, D. A., Hopkins, M. M., & Sullivan, S. E. (2011). Do women’s networks help advance women’s careers? Differences in perceptions of female workers and top leadership. Career Development International, 16(7), 733-754.

Ruth Eikhof, D. (2012). A double-edged sword: twenty-first century workplace trends and gender equality. Gender in Management: An International Journal, 27(1), 7-22.

Schwanke, D. A. (2013). Barriers for women to positions of power: How societal and corporate structures, perceptions of leadership and discrimination restrict women’s advancement to authority. Earth Common Journal, 3(2).

Slater, A., & Tiggemann, M. (2011). Gender differences in adolescent sport participation, teasing, self-objectification and body image concerns. Journal of adolescence, 34(3), 455-463.

Srinidhi, B., Gul, F. A., & Tsui, J. (2011). Female directors and earnings quality. Contemporary Accounting Research, 28(5), 1610-1644.

Tlaiss, H., & Kauser, S. (2011). The impact of gender, family, and work on the career advancement of Lebanese women managers. Gender in Management: An International Journal, 26(1), 8-36.