Why the Gender Pay Gap Still Exists - Assignment Example

EQUALITY AND DIVERSITY by Student’s Name Code + course name Instructor’s Name Institution of Learning City, State Date Assignment Question 5: Critically evaluate why the gender pay gap still exists over 40 years since the introduction of the Equal Pay Act? Although significant steps have been made since the Equal Pay Act was enacted in 1963, there still exists gender pay gap (Smith, 2000, p.43). This disparity can be associated with several factors which include: occupation, career interruptions and motherhood (Bandora, 1998, p.39). It is worth noting that despite these setbacks, remarkable improvement in narrowing the wage gap has been made through changes in unionism and improvements in women’s relative labor experience. The Paycheck Fairness Act also promises to narrow down the gap. I am going to discuss these issues in detail Occupations For a very long time, men have dominated occupations with high wages leaving women to dominate occupations with relatively low wages (Blau, 2002, p. 17). Taylor (2001, p.24) concludes that falling into a given occupation starts with the choice of a particular academic discipline. The changes over time in major academic disciplines are one of the important factors that have led to the reduction of the gender wage gap (Blau, 2002, p.47). Bandora, (1998, p. 46) concludes that the participation of women in subjects such as mathematics, engineering, medicine and technology has significantly improved over time. It is worth noting that more women are now competing with their male counterparts in the fields that were seen to belong to men however, their numbers are still low. Career interruptions Women are prone to career interruptions through taking leave for birth or for raising children. This has greatly affected their wage profile (Correll, 2001, p. 19). Many employers are not willing to lose female job holders in prestigious positions and as result, they would rather consider their male counterparts for such positions. Cockburn (1999, p. 41) concludes that pregnancy discrimination continues to limit women’s’ employment opportunities. Solution to this problem requires continuous public education on the significance of equal opportunities Motherhood Research conducted by Professor Shelley Correll found out that female applicants with children were less likely to be considered for employment or would be paid lower salaries than their male counterparts with children. He further observed that employers discriminated mothers when making evaluations affecting promotions and salary decisions (Correll, 2007, p.46). Taylor (2001, p. 56) explains that most women opt to give birth and raise their children at the expense of their careers. In his studies, Smith (2000, p.56) concludes that currently, women are trying to balance their careers with parenthood. Positive developments. Despite several setbacks, the gender pay gap has narrowed down since the introduction of the Equal Pay Act. The average woman has moved from earning 59 cents for every dollar in 1963 to 77 cents for every dollar in 2012 (Blau, 2002, p.23). Women have integrated many previously exclusively male jobs such as engineering and they have shown enormous success. The Paycheck fairness Act promises to bring down the gap further if enacted. It would strengthen solutions for pay discriminations. Trade unions have also continued to pay an active part in campaigning for equal pay and women in these trade unions are getting better pay. Conclusion Closing the gap is very important as it help reduce the level of poverty and boost our nation’s economic growth (Brookes, 1999, p. 27). Barriers such as occupational segregation, motherhood and career interruptions should be eliminated through constant public education and women empowerment. The government should facilitate the enactment of the Paycheck Fairness act to speed up the fight against gender pay gap. References Blau, F. 2002. Equal pay in the office. Lexington MA: Lexington Books. Bradley, H. 1999. Gender and Power in the Workplace. Basingstoke: Macmillan. Cockburn, C. 1999. In the Way of Women, Basingstoke: Macmillan. Brooks, P. 1999. Compensation inequality. Washington DC: Bureau of labor statistics.. Equal Pay Act. 2014. Retrieved 9th October 2014 from Leonard, J. 2001. Women and affirmative action. Journal of economic perspective, 3: 61-75 Shelley, C. 2007. Constraints into preferences: Gender statues and emerging issues to career aspirations. Journal of American Sociological Review, 6(1): 93- 113. Smith, R. 2000. The movement of women into the labor force. Urban Institute: Washington DC Taylor, J. 2001. Principles of economics. Boston: Houghton. Assignment Question 4: Critically examine how ‘diversity management’ addresses barriers faced by disabled people in the workplace? Introduction The Equality Act (2010) defines a disabled person as someone who has a physical and mental impairment that has substantial and negative long term effects on his or her ability to do normal daily activities (Lau, 1999, p.34). According to (Alderfer, 1996, p.56) one the barriers that most disabled people face in their work place is that they are not always willing to disclose their disability. This can be due to the fact that most of them, especially those suffering from mental disabilities, are not ready to accept their conditions. According to Bandura (1998, p.45) other barriers disabled people face include: lack of self confidence, difficulty with transport, difficulty in using facilities, lack of special aids or equipment and unfair treatment, bullying and discrimination at workplace. Becker, (1998, p.67) warns that if these barriers are not checked, they made lead to poor performance and productivity at workplace. This could in turn cause business loss. Bell & Klein (2001, p.34) asserts that one way of addressing these barriers is through effective implementation of diversity management. Jonsen (2011, p. 10) defines diversity management as voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds in the formal and informal organizational structures through deliberate policies and programs. The role of diversity management in addressing barriers faced by disabled people in the workplace. Management diversity creates more inclusive and supportive environment (Barney2000, p.53). An inclusive management allows for equal expression of opinions and treats such opinions and contributions with respect. People with disability feel more encouraged when their views are accepted and contributions treated with respect, without discrimination based on their mental or physical impairment. This will enable them take part in decision making where they may provide important opinions (Williams & Stafford, 2008). A supportive environment will enable them access support equipment and services that would facilitate their work. Bandura (1998, p.43) asserts that effective implementation of management diversity in an organization will have the benefit of employee retention. Most disabled people succumb to bullying and discrimination at workplace and opt to resign to avoid further stigmatization. A more inclusive environment where such people feel welcome and comfortable would help avert job drop out which would further enhance productivity and reduce expenditure on recruitment process. Supportive environment would also mean changing reporting and leaving hours to allow them travel to and from work with ease (Bell & Klein 2001, p.41). Management diversity policies may also include development of clear work policies which could help prevent improper behavior at work. Such behavior may include annoying jokes, insults, continued criticism and avoiding physical contact with certain group of work mates or an individual (Lau, 1999,p.23). These acts constitute harassment and are usually directed to disabled. Conclusion. Managements are realizing the importance of having an atmosphere of integration, attracting diverse labor force which includes the disable and promoting tolerance by embracing the concept of diversity management. (Becker, 1998, p.39). It is worth to note that effective implantation of this strategy can help address barriers faced by disabled people in the workplace. References Alderfer, P. 1996. An intergroup perspective of group dynamics. New Jersey: Prentice hall. Bandura, A. 1998. Social Learning, New Jersey: Prentice Hall. Barney, J. 2000. Firm resources and sustained competitive advantage. Journal of Management, 17(1):99–122. Becker, S. 1998. The economics of discrimination. Chicago: Chicago University Press. Bell, B. & Klein, K. 2001. Effects of disability, Gender and Job levels on rating of job applicants. Journal of Rehabilitation Psychology, 46: 226–249. Bradley, H. 1999. Gender and Power in the Workplace, Basingstoke: Macmillan. Cockburn, C. 1999. In the Way of Women, Basingstoke: Macmillan. Lau, D. 1999. Interactions within groups and subgroups. Academy of Management Journal, 48, (4):645-659 Williams, B. & Stafford, B. 2008. Experiences and expectations of disabled people, office for disability issues. 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