Discuss about the Leadership and Management In Higher Education.
The main purpose of this report is to shed some light on the topic Gender discrimination, and highlights different approaches related to the gender discrimination. Gender discrimination is the topic which must be discussed in each and every organization. It is against the law to discriminate against any person in context of their gender. Generally, women’s become the victim of the gender discrimination in the organization.
This report is preparing in context of the retail industry and prepare for the purpose of Woolworths. This company is the largest retail company, which established its business in different parts of the worlds.
Research Title: An investigation in context of the gender discrimination issues in the Woolworths Limited (retail industry).
Aim: This report highlights the new ways through which issues related to the gender discrimination can be prevented in the organization.
Objectives: Following are the objectives of this report:
Following are the key stakeholders, which are considered while preparing this report:
|
Key stakeholders |
Level of Interest |
Reason of interest |
|
Employees |
High |
Employees get protection from undue discrimination. |
|
Society |
Med |
Organization can directly contribute well towards the society. |
|
Senior management |
High |
Management can avoid unnecessary consequences such as legal suits and penalties. |
From last few years, there is increasing number of cases of the gender discrimination. As many anonymous women’s complain about the discrimination they face in promotions, tasks, etc. in the organization because of their gender.
The research question for this paper is, whether women’s in the organization face any gender discrimination while working in the organization either in director or indirect manner?
As stated by the Acevedo (2002), there is no law which has ever made attempt to define the term discrimination in exact manner in terms of the employment. It can be defined as providing the unfair advantage or any disadvantage to the specific group members as compared to the other members of the group. Generally, these advantages result in the denial or restriction of the opportunities related to the employment or discrimination in context of the advantages related to the employment. Discrimination is the understated and complex approach that may consider two broad forms:
As shown by the research, the way in which men and women in the organization are treated in different manner must be invisible at the individual level, but it becomes visible when large numbers of individuals are involved (Heilman & Welle, 2005). As stated by the Crosby (2004), women’s fail to acknowledge the fact that gender discrimination might affect their own experiences in their career path. These women’s assume that it is their personal responsibility to consume less organizational resources as compared to their male co-workers. However, some of these women accepted that gender discrimination exists in the workplace and directly affects the resources and advantages get by the women’s. As Barret & Morris (2003) argued, it is difficult to notice the gender discrimination because of its small portion of changes occurred in the decision making of organization.
Gender discrimination based on the different perceptions of the workplace and also on the perceptions of the people who are working in it (Heilman & Welle, 2005). As stated by the Strangor (2001), Descriptive and prescriptive stereotyping impose reliable impact on the experience of men and women in the organization, and this impact results in the two types of discrimination that are formal discrimination and informal discrimination. Formal discrimination refers to that type of discrimination which is based on the allocation of the different resources of the organization such as promotion, pay, job responsibilities, etc. On the other hand, informal discrimination deals with the interactions that happened between the employees and quality of relationships that they form.
Formal discrimination: Descriptive approaches shape the perceptions and also the expectations of the people which are form in context of the men and women in the workplace and also provide the reason for formal discrimination to occur (Roth, 2003). In case organization adopts the stereotype-consistent view of women job applicants then it results in the evaluators for concluding that these applicants does not possess the necessary skills to get successful in the male gender typed-jobs. Therefore, research in this context shows that even though men and women possess equal qualification then also it is considered that men possess higher potential capability as compared to women’s. Evaluation criteria for performance are different for both men and women. As stated by the Sackett, DuBois & Noe, 2001), evaluation data related to the actual performance clearly purposely reflect that women’s performance are less as compared to the men’s performance even after possessing equal ability and experience, and it also reflect that gender discrimination while evaluating the performance is present (Sackett et al, 2001).
While considering the connection between the performance evaluations and compensations, it should come as no surprise that women’s get less pay in comparison of the men, even though they are performing equally as the men (Lips, 2003). Violations in context of the prescriptive stereotypes in context of the male-gender stereotype jobs can also result in the allocation of the formal resources of the organization (Heilman & Welle, 2005).
There are number of studies which showed that, some women’s are also there which hold the stereotypically masculine characteristics, and does not like to consider for the promotions or job opportunities even though they are equal competent as their male employees (Heilman, 2004). Violations of the prescriptive norms reflect the association with the more evaluation in negative form in context of women’s leaders. While demonstrating this leadership style that is more related to the masculine characteristics instead of the feminine characteristics, and these women’s also considered as less effective as compared to the men who use the same style of leadership in the organization. As defined by the Roth (2003), those women’s who fail to exhibit the nurturing qualities in context of their gender perceptions also experience the discrimination in formal manner. These prescriptive stereotypes results in the different types of expectations for both men and women in context of their in-role and out-of-role job behaviors (Heilman, 2004).
Informal discrimination: formal discrimination plays important role in limiting the career opportunities for an individual especially in context of their access to the important jobs, opportunities, compensation, and performance evaluation (Reskin, 2008). However, it might be more difficult for women’s to gain the access in context of the male gender-typed jobs and to get promotion on the leadership positions, but some of these women’s get success in getting such jobs. Those women’s who get success in getting such jobs experience the informal discrimination (Reskin, 2000).
It can be said that, descriptive stereotypes indirectly contributes to the informal discrimination, which means, negative expectations in context of the abilities and skills of the women can result in the members of the organization to socially exclude them (Heilman, 2001). As efforts conducted by women are considered as less valuable as compared to the men such as they are not considered as the key discussions, important decisions, etc, (Roth, 2003; Acevedo, 2002).
After considering the above facts, it is clear that gender discrimination is present in different forms in the organizations, and practices directly or indirectly in the organization. There are number of authors and authorities which suggest different ways for the organizations for the purpose of preventing discrimination practices in the organizations (MVMA, n.d.).
There are number of strategies which can be adopted by the organizations for the purpose of preventing the discrimination:
It is not possible to practice any discrimination in the organization unless senior leaders of the organization allowed it to happen. In case senior management endorses such practices then practices related to the gender discrimination will definitely flourish in the organization. For preventing the discrimination, women must include in the succession planning, talent management, management programs, etc.
Another strategy which can be used by the organization is creating an environment in which women’s can encourage. Young women must been encouraged to enter into the male dominated fields.
Identification of the talent and after that offering them the leadership programs is another method which can be used by the organizations for the preventing discrimination (Hays & Morrow, 2013).
Woolworths employed more than 200,000 people, and because of this largest part of the Woolworths strategy focus on its human resource capital. The most important part of the people strategy in Woolworths is the gender equality assurance. Almost 50% of the workforce of this company includes female employees, and the board of the organization is also splinted in the ratio of 50:50 between the male and female. Woolworth’s group makes strong commitment in context of improving the representation of women by increasing their contribution in both executive and management roles (Global compact, 2017).
The most important aspect of any campaign in achieving the equality in context of women is ensuring the equality in pay. Those workplaces in which pay is both fair and transparent, in those organizations loyalty and retention of the employees are high. The main aim of Woolworths for 2020 is no wage gaps between the male and female employees holding the equal position. Organization also makes efforts to close the gaps if any exists in 2017 (Woolworths, 2016).
Above sated literature review expresses the views of different authors in context of gender discrimination, ways through which organizations practiced such type of discrimination in the organizations, and methods to prevent the gender discrimination in the organization. After considering the above facts, one thing is clear that there is no particular form of gender discrimination defined by the authors. In other words, authors mainly focus on the situations because of which discrimination occurred or those practices which result in discrimination, but they fail to provide proper definition or action which falls under the scope of the gender discrimination. However, apart from this mistake, this research is very useful in nature. As it provides the knowledge related to those situations because of which discrimination occurred, and also highlight the reasons related to the discrimination.
Journals stated above are written by famous authors, and all the journals are based on the qualitative and quantitative research. Above stated journals reflect the deep research in context of the gender discrimination, and its reasons.
As stated above, Woolworths developed the strategy for ensuring the equal pay for equal work, but it fails to develop the standards through which it ensure the environment in which gender equality is praised. BHP Billiton is the organization which developed such standards in the organization which ensures gender equality environment and also promotes that environment (BHP, 2017).
There are number of advantages of this literature review, as it provides deep knowledge related to the gender discrimination, and also provide large number of content in context of the reason behind gender discrimination. It must be noted that, above stated research is the qualitative & also the quantitative research and it had number advantages and disadvantages.
This research provides the deep and detail understanding of gender discrimination, and this deep research includes the evaluations of attitudes, behaviors, and feelings. It encouraged the people in expanding their responses, and also discusses the new topics which are not considered at initial stage. In other words, it ensures openness. This research builds the detailed picture in context of reasons because of which people act in certain manner and how they feel about their actions. There are no pre-judgments in the research, each and every point is discussed in detail and after that any judgment is marked.
In context of quantitative methods, draft of survey stated under appendix is used by the author for the purpose of evaluating the attitude of the people in context of this issue. This method of research is used to conduct the more amount of information in less time period. It also facilitates the wide range of question, and all these questions are based on the literature review sated above. As this method have some advantages also such it is very difficult to ensuring the greater depth for the research.
On the other hand, qualitative method is selected because of its detailed nature, as author gets the opportunity to make detail analysis of the research topic. Interview conducted with the manager (Appendix) provides the advantage of the collection of specific data.
This research has some disadvantages also such as data related to this research is more time consuming as compared to the quantitative research, and because of this it is less preferred by the authors. It is not easy to generalize the data stated in the research, and it happens because, very few people are involved in this research. It can be said that this research is limited. It is very difficult in this research to make the comparisons of systematic nature, especially in those cases when people give widely different responses. This research is completely based on the skills of the researchers.
Above stated research can be applied in Woolworths through different ways such as descriptive approaches shape the perceptions and also the expectations of the people which are form in context of the men and women at the workplace provide the reason for formal discrimination to occur, and for this purpose it is necessary for the senior management to ensure and promote such environment in the organization through balance between the female and male employees can be maintained. Orientation programs related to gender equality must be organized in the organization.
Senior management play most important role in the gender equality and it is necessary that senior management ensures the prevention of this type of discrimination in the organization.
Each and every author described the key mechanism in context of gender discrimination, and these mechanisms highlight their professionalism. As above stated data highlights the role of senior managers, employees stereotype behavior, perceptions of women’s, masculinity expectations, etc. It also consider the, faith, agency, and education in career success, throughout their lives.
This research is based on the secondary research, and this section of the report highlights the key findings in context of the gender discrimination in the workplaces. It must be noted that, there is no primary research in this context, and findings are also based on the secondary research. These findings are created in context of these key stakeholders, and these findings are communicated in following manner:
|
Key stakeholders |
Level of Interest |
Feedback |
|
Employees |
High |
By meetings on individual basis |
|
Society |
Med |
By way of annual report |
|
Senior management |
High |
By way of presentation. |
As stated above, gender discrimination is divided into two forms that are formal discrimination and informal discrimination. Generally, stakeholders face different types of discrimination and same is highlighted below:
Employees: It must be noted that, female employees get almost half amount of wage in comparison of their male workers, and this also happens in the case of low-wage workers (Armah, 2009). This fact contributes in different issues such as wage gaps, threatens the economic security of family, etc.
There are number of women’s who have gained their jobs during the recovery, but they get these jobs at low wages. Almost 1/3rd of the women’s that is 35% of the women’s get low wages jobs between the period of 2009 and 2013, and this number is only 18% in case of men’s.
Senior Management: It can be said that, there are number of areas which required immediate actions on part of the senior management to ensure that gender discrimination is not practiced in the organization. Management can also establish the community which is responsible to resolve the issues related to the gender discrimination.
However, not only management, but employees are also responsible to ensure that no gender discrimination practices are conducted in the organization. Mix efforts of both can help in preventing such discrimination.
Society: From society point of view, it is clear that more number of male employees have access to the higher pay jobs as compared to women’s. As 72% of men are working in the permanent full time jobs as compared to the 44% women’s.
Conclusion:
The main purpose of this study was to evaluate the position of women’s in the workplace and form of gender discrimination in the workplace. However, there is no particular form through which it can be judged that person faced the discrimination or not. There are number of women’s who does not even recognized that they face the gender discrimination. This research provides the deep and detail understanding of gender discrimination, and this deep research includes the evaluations of attitudes, behaviors, and feelings. It encouraged the people in expanding their responses, and also discusses the new topics which are not considered at initial stage. In other words, it ensures openness.
This report also highlights the contributions of women’s also in the gender discrimination, which means women’s also contributes in the gender discrimination at some point of time. This can be understood through example, as stated above, there are number of women employees who work at the leadership position, but while working at these positions, these women’s show masculine traits instead of the feminine one. Perception of the women’s play most important role in the gender discrimination.
Organizations can develop the gender diversity program, as this program facilitates the number resolution of number of issues in the organization. As these programs must be wide in nature and cover all relevant aspects of the gender discrimination in the organization. Following are essential elements of the gender diversity program in the organization:
References:
Armah, E.K. (2009). Leadership and Management in Higher Education. Journal of Leadership in Education 3(1): 1–16
Acevedo, D. (2002). Feminist Inroads in the Study of Women’s Work and Development’ Maracay, Universidad de Carabobo.
Barret, B. & Morrison, J. (2008). “The contradiction of the Myth of Individual Merit, and the Reality of a Patriarchal Support System in Academic Careers: A Feminist investigation.” European Journal of Women’s Studies 8(2): 161-180.
BHP, (2017). No silver bullet but great progress on gender balance. Available at: https://www.bhp.com/media-and-insights/prospects/2017/09/no-silver-bullet-but-great-progress-on-gender-balance. Accessed on 9th July 2018.
Crosby, R. (2004). Restructuring Gender Relations and Employment: The Decline of the Male Breadwinner, Oxford, Oxford University Press.
Global Compact, (2017). Woolworths: tackling the gender pay gap. Available at: https://www.unglobalcompact.org.au/2017/03/08/woolworths-tackling-the-gender-pay-gap. Accessed on 9th July 2018.
Hays, N. & Morrow, K. (2013). Gender Discrimination in the Workforce. Available at: https://pdfs.semanticscholar.org/e3b5/9817c6c8635f70bc37b63d2d6470a34cd5c3.pdf. Accessed on 9th July 2018.
Heilman, M. &. Welle H. (2005). Formal and Informal Discrimination against Women at Work: The Role of Gender Stereotypes. New York: Centre for Public Leadership.
Heilman, M. W. (2004). Penalties for success: Reactions to women who succeed at male gendertyped tasks . Journal of Applied Psychology, 89 , 416-427.
Lips, H. (2003). The Gender pay gap: Concrete indicator of women’s progress toward equality. Analyses of Social Issues and Public Policy, 3, 87-109.
NWLC, (2014). 6 Pie Charts for Pi Day: Women and the Low-Wage Workforce. Available at: https://nwlc.org/blog/6-pie-charts-pi-day-women-and-low-wage-workforce/. Accessed on 9th July 2018.
Reskin, B. (2000). “Getting It Right: Sex and Race Inequality in Work Organizations.” Annual Review of Sociology 26: 707-709.
Reskin, B. (2008). The Realities of Affirmative Action. Washington, D.C, American Sociological Association.
Reskin, B. (2008). The Realities of Affirmative Action. Washington, D.C, American Sociological Association.
Roth, L. (2003). Selling women short: A Research note on gender differences in compensation on Wall Street. Social Forces, 82 , 783-802.
Sackett, P. D. (2001). Tokenism in performance evaluation: The Effects of work group representation. On male-female and white-black differences in performance ratings. Journal of Applied Psychology, 76 , 263-267.
Stangor, C. (2001). Stereotype accessibility and information processing. Personality and Social Psychology Bulletin, 14 , 694-708.
Woolworths, (2016). PEOPLE: encouraging diversity. Available at: https://wow2016cr.qreports.com.au/home/group-review/people-encouraging-diversity-details.html. Accessed on 9th July 2018.
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