MBA502 Assessment 2: An Analysis of Gender Diversity at Woolworths

This presentation analyzes gender diversity initiatives at Woolworths, an Australian supermarket chain. The introduction provides an overview of Woolworths, highlighting its commitment to diversity and inclusion. The presentation details various initiatives implemented to manage gender diversity, such as developing gender bias principles, increasing female representation in management, and establishing diversity programs. It also discusses the successes achieved, including Woolworths' ranking in diversity and the percentage of women in managerial and leadership roles. However, it also addresses issues such as a decrease in female leadership representation and challenges in coordinating diversity principles with employee performance. Recommendations include refining performance appraisal criteria, revising compensation policies, and developing new programs to attract a competent workforce. The presentation concludes by emphasizing Woolworths' efforts in diversity management and suggests further strategies to address existing challenges.

GENDER DIVERSITY

INTRODUCTIO
N Woolworths is the chain of supermarket and
has various stores of grocery in Australia.
 Founded in the year 1924 and offer quality
vegetables, fruits etc (Jie & Gengatharen,
2019).
 In the year 2019, company earns up to
A$39.568 billion.
 Woolworths is one of the company which is
in the top list for diversity and inclusion (Li
& Krasny, 2019).

INITIATIVES TO MANAGE GENDER DIVERSITY
 Develop “no gender biasness”
principles because of raising loyalty
among workforce in the organization
(Matthysen et al., 2019).
 Implement vision for increasing
women workforce at top level
management.
 Develop gender diversity program
(Swid, 2019)

CONTINUE..
 Develop link with “Australian Network
on Disability” for gender diversity
management.
 Implement committee in all areas of
organization for solving various
problems (Paul et al., 2019).
 Organize training and education
centers to develop the women in the
organization (Jie & Gengatharen, 2019).

SUCCESSFUL OF GENDER DIVERSITY
 Woolworths achieved14th rank
in diversity and inclusion.
 40.46% women are a
managerial role and 43.01%
women is casual worker in
2015 (Sambell et al., 2019).
 39% women is perform the

ISSUES
 Decrease in the women percentage at
leadership roles in comparison to
previous year (Banerjee & Case, 2019).
 Diversity of opinions and behavior
among men and women.
 Maintaining the coordination between
promoting employee through
performance and principles for gender
diversity management (Paul et al.,
2019).

RECOMMENDATIONS
 Woolworths can develop new criteria of
performance appraisal as well as for
promoting the employees.
 Reframe the policies of compensation pay
 Develop more program
 This result in attracting competent
workforce and manage coordination
between equality as well as gender
diversity (Brieger et al., 2019).

CONCLUSION
 Woolworths is well-established
company which make several
diversity management policies.
 The gender diversity initiatives work
well but company still suffered from
some problems such as difficulty in
coordination.
 Woolworths can implement new
policies and strategies.

REFERENCES
 Banerjee, T. & Case, B., 2019. ThLeverage of Protest: Market, Media, and Reputational
Disruption in Social Movement Success. In Sociological Forum, 2(3), pp.4-8.
 Brieger, S.A., Francoeur, C., Welzel, C. & Ben-Amar, W., 2019. Empowering women: The
role of emancipative forces in board gender diversity. Journal of Business Ethics, 155(2),
pp.495-511.
 Jie, F. & Gengatharen, D., 2019. Australian food retail supply chain analysis. Business
Process Management Journal, 1(2), pp.5-10.
 Li, Y. & Krasny, M.E., 2019. Practice change in environmental education: lessons from
professional development. Environmental Education Research, 25(7), pp.1119-36.
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tenants and shopping centre management. Journal of Contemporary Management, 16(1),
pp.73-105.
 Paul, A., Moktadir, M.A. & Paul, S.K., 2019. An innovative decision-making framework for
evaluating transportation service providers based on sustainable criteria. International
Journal of Production Research , pp.1-9.
 Sambell, R. et al., 2019. Local challenges and successes associated with transitioning to
sustainable food system practices for a West Australian context: Multi-sector stakeholder
perceptions. International journal of environmental research and public health, 16(11).
 Swid, A., 2019. Creativity and Leadership: Qualities for Technology Driven Industries.
Journal of Management, 19(5).

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