Assignment on Diversity Analysis and Management
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Added on 2020-05-04
Assignment on Diversity Analysis and Management
Added on 2020-05-04
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Diversity Analysis and Management: Gender Diversity 1DIVERSITY ANALYSIS AND MANAGEMENT: GENDER DIVERSITY BY (Student’s Name)Professor’s Name College Course Date
Diversity Analysis and Management: Gender Diversity 2INTRODUCTIONWorkplace diversity describes the range of variations between the employees in theorganization. Diversity entails race, ethnic group, gender, age, personality, tenure, education,organizational function, background, personality, and cognitive style (Murray and Ward 2017).Diversity entails how employees perceive themselves and how the employees perceive otherstakeholders of the organization. Such perceptions greatly impact the employees’ interactionsand even their interactions with external stakeholders. For a vast assortment of the employees tofunction efficiently as the organization, human resource professionals need to deal efficientlywith issues including communication, change and adaptability (Wright and Kehoe 2008). Diversity shall increase substantially in coming future. Successful companiesacknowledge the need for instant actions and are willing as well as ready to spend resources onthe management of diversity in the workplace now. Diversity at workplace include increasedadaptability, broader service range, variety of viewpoints, and more effective execution. Some ofthe challenges of diversity include communication, resistance to change, implementing diversityin workplace policies, and successful management of diversity in workplace (Benner andTushman 2015). 1. EXPLANATION OF PURPOSE AND EXECUTION OF HRM PRACTICE- How the HRM Practice Is PerformedThe HRM practice is poorly performed in the organization as it is based on stereotyping,superstition and discrimination against the female workers. There is a gender gap pay betweenmen and women with the former always being given less pay. At the recruitment, only fewwomen are shortlisted against the many men despite equal qualification and competence. Eventhe successful women are placed in junior positions and no managerial, leadership or senior
Diversity Analysis and Management: Gender Diversity 3executive positions (De-Paola and Scoppa 2015). No promotion for women or even retraining asopposed to men. Men are always viewed as more productive and receive even awards andbonuses as opposed to women counterparts. - Why the HRM Practice Is Performed Such practices are anchored on the stereotypes, superstition and negative attitudestowards women in the organization. The HRM works stereotypically to classify women as thoseare not as much productive as men and hence only a few of them are to be recruited in juniorpositions. Superstition and stereotypes takes precedent making women to be viewed as thosewho cannot lead or manage (Bakker and Schaufeli 2008). Men are promoted occasionallybecause the HRM has negative attitude towards females and always want to discriminate againstthem. Lucrative positions including executives and management are a preserve for males aswomen are only viewed as those who can work under men. Males are thus given much pay inorder to motivate them to be more productive (Atkinson 2013). - How the HRM Practice Creates Value for the OrganizationThe current HRM does not creates value to the organization. Women are underutilizeddespite having the required skills. Men know that they will be automatically promoted toexecutive positions and hence do not have incentives to work harder for the organization. Also,there is no teamwork as women feel shortchanged and have no incentive to work towardseffective value creation (Christian, Garza and Slaughter 2014). 2. EXPLANATION OF DIVERSITY AND THE DISCRIMINATIONDiversity FormThe Form of diversity being examined in this report is gender. The women are beingstereotypes as those who are less productive, less educated, and less skilled and hence are only
Diversity Analysis and Management: Gender Diversity 4being given junior clerical duties which cannot make them earn any meaningful pay. Theobservation indicate that there is a gender gap between males and females in the organization.Males dominate the workforce and are paid much more compared to the fellow femalecounterparts. The gender gap witnessed in every level of the organization is because the males’labor are valued over women based on the biological determinants (Bamber, Lansbury, Wailesand Wright 2014). The women household duties are not paid for and hold limited value and lacks any valuein the organization. The organization has played into the societal irrational value of the males’work in labor market leading to their greater accessibility and control to positions of power(Breevaart, Bakker, Hetland, Demerouti, Olsen and Espevik 2014). The females in theorganizations, therefore, remain disadvantaged in the labour market because the men are freedfrom domestic responsibilities. The organization does not appreciate the women reproductiveroles and their responsibilities for domestic labor limit association with the highly valuedresources (Schmitt, Branscombe, Postmes and Garcia 2014). The gender pay gap is a daunting challenge that women face as they try to earn theirliving. The causes of gender are very many including discrimination, stereotyping, variation inqualification and education, and family responsibilities. There is an urgent need to solve the issueof gender pay disparity to enable women to compete favorably with male counterparts. If thisproblem is not solved, women will continue to lag behind despite their increased educationalqualification and experiences. Men tend to benefit at the expense of the female counterparts byhaving many hours of work to sell to various employers who even stereotypically prefer male tofemale (Diefenbach 2007).
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