The paper analyzes the issue of people management and gender equality. It discusses the current trends in management, the wage gap, and the increasing number of women in decision-making positions. Recommendations are provided to ensure better gender parity.
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Running head: PEOPLE MANAGEMENT AND GENDER EQUALITY PEOPLE MANAGEMENT AND GENDER EQUALITY Name of the student Name of the university Author Note
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1PEOPLE MANAGEMENT AND GENDER EQUALITY Executive summary The aim of the paper is to analyze the issue of people management and the chosen topic for the discussion is gender equality and its current trends in management. Employees are the biggest asset for a company and it is the responsibility of the company and the managers to ensure effective people’s management (Alhejji et al. 2018). It is part of the human resource management and it includes issues like employing, supporting and managing the employees of a company (Bolden 2016). Therefore, it is important to ensure that number of employees within an organization is equal in number. The ratio of men and women are one of the key factors that determine the success of the company and it leaves an impression about the underlying values of the organization (Bolden 2016).Even though numbers of women have largely increased in global management however disparities still remains. Number of women holding executive and managerial positions are less. According to the current data, it is estimated that the current disparity between men and women prevails in terms of higher managerial position even though there are equal representation of men and women at all lower positions (Alhejji et al. 2018). It is further estimated that there is an increase number of women at the global level, while the percentage was limited to 66% in 2017 worldwide; it has gone up to the level of 75% in 2018 in senior management positions (Coles et al. 2015). Moreover, it is estimated that one quarter of the total business positions of the world have senior management position acquired by women (Alhejji et al. 2018). It is to be argued that the glass ceiling is loosening its tight hold and there is more number of women at the global space. It is pointed out that the earlier trend of less women at the higher managerial positions are due to the inability of women in the given situation leave their jobs even before reaching the intermediate level (Romani et al. 2017). However, the picture
2PEOPLE MANAGEMENT AND GENDER EQUALITY is not so gloomy now. The gender parity has seen a successful growth and it is interesting to see that numbers of women in management places are seeing a higher growth (Ncube 2016). Secondly, in case of career advancement and wage, women have historically paid less and this has led to their fewer expectations in this regard. However, the human resource management has enhanced their focus in ensuring the gender equality (Romani et al. 2017). Therefore it is to be argued that the wage gap has reduced worldwide and women tend to get equal or even more salary than their male counterpart (Pagan 2018). Thirdly, there are more women at the decision making bodies and boards than before. It is to be noted that there are lesser number of boards with women decision makers, however the situation is changing (Pagan 2018). There are more number of women for the management boards which is an advantage for the company since the decision is balanced and it takes into account the multiplicity of issues under their management (Romani et al. 2017) Lastly, it is important to note that the human resource management has enhanced their effort ensuring better gender equality by providing extra benefit like work-life balance; maternity leave benefits (Pagan 2018). Recommendations It is to be observed that not all the workplaces provide equal opportunities for the women to participate. Hence, there is a need to develop the required infrastructure to make the system more equal for women. There is need to consider the following recommendations: Firstly, the interview process should be restructured. Questions should be asked to the male and the female candidate in the same manner, working hours should not be a bias for women and
3PEOPLE MANAGEMENT AND GENDER EQUALITY even if such requirements are there for the company, there should be enough infrastrure for the female employees to work in the relaxed environment. Secondly, the HR management should be preplanning their gender diversity strategy which will also help to create a robust workforce (Ncube 2016). Thirdly, any probable collaboration is to be made with the stakeholders to channelize the female talent and provide them enough employment opportunity at all levels of management to ensure better gender parity (Coles et al. 2015). Fourthly, there should be enough and more health benefits for the female employees of the company or even if such infrastructure is not in place, they should install such system so that more women are encouraged to participate in the process (Coles et al. 2015). Lastly, the evaluation process should be without any biases and it should be based on fair ground. The HR department of the respective company should be focusing more the fair process of selection and evaluation and more importantly they should adopt zero tolerance any sexual harassment at the workplace (Alhejji et al. 2018). Until and unless such system is installed, there is lesser chance of more women’s participation in the system. Conclusion There is plenty of evidence for gender disparities and it is high time to note that gender inequality at al spheres of life is not an isolated events rather it impacts men and women equally. This also affects the career choices of both the sexes (Ncube 2016). However, it is more of an important consideration for women since it is affecting them directly. There is an increasing rate of female participation at the managerial positions however; there is a growing sensitivity of the
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4PEOPLE MANAGEMENT AND GENDER EQUALITY people and the company at the local and global level to break these prejudices and gender stereotypes in order to have more women participation (Ncube 2016). It is the important to note that the HR mangers have a crucial role to play in ensuring gender equality as it is part of the people management process that the HR department is responsible with.
5PEOPLE MANAGEMENT AND GENDER EQUALITY References Alhejji, H., Ng, E.S., Garavan, T. and Carbery, R., 2018. The impact of formal and informal distanceongenderequalityapproaches:ThecaseofaBritishMNCinSaudi Arabia.Thunderbird International Business Review,60(2), pp.147-159. Bolden, R., 2016. Leadership, management and organisational development. InGower handbook of leadership and management development(pp. 143-158). Routledge. Coles, A., Gray, L. and Momsen, J. eds., 2015.The Routledge Handbook of Gender and Development. Routledge. Ncube, D., 2016.Towards gender equality and equity: challenges and opportunities for women advancement to senior educational management positions. a case of Matabeleland South Region in Zimbabwe(Doctoral dissertation). Pagan,V.K.,2018.IntegratingGenderEqualityintoBusinessandManagement Education.Gender in Management: An International Journal,33(1), pp.80-84. Romani, L., Holck, L., Holgersson, C. and Muhr, S.L., 2017. Diversity Management and the Scandinavian Model: Illustrations from Denmark and Sweden☆. InManagement and Diversity: Perspectives from Different National Contexts(pp. 261-280). Emerald Publishing Limited.