HR Practices and Theories: Gender Pay Disparity at Google

This report examines human resource practices and theories in the context of gender pay disparity, using Google as a case study. It highlights the issue of unequal pay between male and female employees, as reported by various sources. The report explores the ineffectiveness of HR policies in ensuring an unbiased organizational structure and identifies various types of discrimination faced by female employees, including unequal opportunities and psychological stress. The report emphasizes the crucial role of HR in eradicating gender-based inequalities through workforce training and development, transparent recruiting and hiring processes, and fostering an organizational environment that promotes equal participation. Furthermore, it suggests implementing performance appraisal systems to identify and address any forms of inequality. The report concludes that HR must take proactive steps to ensure a progressive workplace atmosphere. The references include research papers and articles that support the analysis of the gender pay gap and its implications.

Running head: HUMAN RESOURCE PRACTICES AND THEORIES
Human Resource Practices and Theories
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HUMAN RESOURCE PRACTICES AND THEORIES
According to media and sources, Google has discrepancies in their salary
structure which is set on the basis of gender. The female employees are being paid less than their
male colleagues, according to trusted data which has provided with elaborate details on the
salary structures of the employees (Wakabayashi, 2018). The disparity extends to include the
bonus structure in its periphery and has indicated at the age-old beliefs and biasedness that are
still prevalent in the corporate world. Under these circumstances, the female employees confront
various types of discrimination like unequal opportunities at workplace, psychological stress and
sexist comments.
e: pay and bonus disparity
e: (Wakabayashi, 2018).

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HUMAN RESOURCE PRACTICES AND THEORIES
The picture only hints at the ineffectiveness of the HR policies to guarantee
an unbiased organizational structure where the workers are not confronted with sexist hegemony.
In order to eradicate gender based inequalities where the sex of a person plays a crucial role in
determining career growth, HR should be effective to introduce a culture free of institutional
bias. One of the primary functions of the HRM of an organization should be the application of
equality where workers are treated equally irrespective of their ethnic diversity or sex (Mandel &
Semyonov, 2016).
Workforce Training and Development- In order to ensure the same the HR department should
program workforce training with seminars and workshops to eradicate the possibilities of sexual
harassment, stereotyping, sexism (Bucker et al., 2016). A successful organization should be
capable of retaining and appreciating women and ethnic minorities. The training should not only
center round the organization’s dominant culture and norms but proper recognition of employee
potentials and female participation. The workforce training will be fundamental to retain a
homogenous set of employees.
Recruiting and Hiring- HR policies should ingratiate within a transparent recruiting and hiring
process. In many organizations, deserving women candidates are refused a well-deserving
position and this consequently results in draining of talent. HRM policies should be drafted in a

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HUMAN RESOURCE PRACTICES AND THEORIES
way so that it eradicates systematic discrimination and to the creation of equal opportunities
(Meyers & Vallas, 2016).
Organizational Environment- Furthermore, the current issue of workplace inequality can be
monitored through the introduction of a workplace atmosphere promising equal participation,
maintaining an equal proportion of male and female employees and nurturing teamwork and
equal participation is crucial.
Performance Appraisals- HR policies should include performance management process which
would appreciate workers based on their performance and merit through 360 degree performance
reviews, feedback sessions and a transparent system of performance appraisal. The primary
objective of appraisals would be to uncover any forms of inequality or differential treatment
which may place an employee at an unfavorable position.
Some of the deep-rooted problems in today’s leading organizations like
Google are lack of female leaders and under-representation of women apart from a gender based
pay gap. HRM should be responsible to implement the above steps within the organization to
ensure a progressive workplace atmosphere.

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HUMAN RESOURCE PRACTICES AND THEORIES
Reference List:
Bucker, J. J. L. E., van der Heijden, B. I. J. M., Benschop, Y. W. M., Peters, P., Schouteten, R.
L. J., & Poutsma, F. (2016). Sustainable organizations and the role of HR: HR related
interventions towards sustainable change processes..
Mandel, H., & Semyonov, M. (2016). Going back in time? Gender differences in trends and
sources of the racial pay gap, 1970 to 2010. American Sociological Review, 81(5), 1039-1068.
Meyers, J. S., & Vallas, S. P. (2016). Diversity regimes in worker cooperatives: workplace
inequality under conditions of worker control. The Sociological Quarterly, 57(1), 98-128.
Wakabayashi, D. (2018). At Google, Employee-Led Effort Finds Men Are Paid More Than
Women. Nytimes.com. Retrieved 5 February 2018, from
https://www.nytimes.com/2017/09/08/technology/google-salaries-gender-disparity.html