Diversity and Women in the Workplace - Term Paper Example

 Diversity and Women in the Workplace Introduction Diversity is loosely defined as the norm or set of practices that are consciously undertaken by incorporating appreciation and understanding the relationship between cultures, humanity and the natural setting. Diversity in the work place is mainly practiced through the recognition of the fact that discrimination creates a disadvantage to other employees while giving privilege to others. When diversity is embraced at the work place, there is increased productivity. Diversity also defines how people perceive each other and how they handle it against the other in their daily interaction (Sweetman 2004, p.2). Diversity is usually meant to create and maintain a conducive working environment, which brings together both differences and similarities of the employees. Numerous research projects have confirmed that diversity at work place can result into increased commitment by staff in their job and satisfaction at work leading to increased returns. By embracing diversity at the work place especially by incorporating women in the work place, a positive work environment is achieved that brings into consideration the value of both similarities and differences together. This makes each and every employee, the women; in this case realize their potential thus maximizing the overall contribution they make in order for the company to increase productivity and achieve its goals and objectives. Discrimination against women at the work place continues unabated at all levels of employment (Gregory 2003, p.2). There is therefore need to diversify the roles women play at the work place. The need for diversification has been brought about by the fact that several women have taken up the challenge of taking up the several employment opportunities offered and the ability to pursue higher education. This is contrary to the past when women were only involved in blue-collar jobs such as clerical work. Presently, women are out to attain professional qualifications to be at par with their male counterparts. Diversity of women at the work place involves the respect and acceptance of women as equal partners in the work place. This involves the recognition of women and their uniquely acquired skills. The diversity can come along such lines as race, color, ethnicity, socio-economic standing in the society, sexual orientation or religion. Though technological advancements in the field of communication have reduced the personal interaction of people, there is still need for person-to-person communication in the work place. In order to work cordially with women at the work place, it is important that the employees overcome barriers or stereotypes against women for example the belief that women are not good in industrial or technical jobs. Successful management of diversity of women in the work place has a direct effect in improving the performance of women in the organization. Extensive research has shown that management of diversity by incorporation of women in the work place has direct impact in the results achieved. This research has also found out that a heterogeneous team that is teams composed of both men and women perform better at the work place as compared to teams made up of only men or women (Powell 2010, p.109) Hindrances to the Participation of Women at the Work Place The need to embrace women at the work place has been driven by several factors at the work place or employment. This includes such factors as increased participation of women in employment, dual income families and single working class women. There is also change in the structure of families that mean there are few or no men and women in their usual family roles. Diversity at the work place by empowering women at the work place is important for those in managerial positions or in supervision positions. This is because they are the ones in positions of changing or diversifying the work place environment to make women comfortable at the job. Research in employment of women and the implications suggest that companies where women are most represented at the top management levels perform better, however this is hindered by factors that contribute to fewer women in employment or less women in higher levels of employment. The major factor that contributes to fewer women in the workplace is the “double burden” syndrome, which combines domestic and work responsibilities. The dominance of the male model in the rise of ranks or upward mobility in employment is one barrier in the participation of women at the work place. It therefore requires a greater effort by a woman to gain promotion at the work place. This is partly because women cannot promote themselves and their abilities at the work place as compared to their male counterparts. While a man will rate his performance as higher than his fellow male workers will, the women will in most instances rate themselves as equal to their fellow female employees, or even lower than their male counterparts are. Women are also affected by psychological barriers such as difficulty in associating with any form of success or being less ambitious. This is further aggravated by the inherent nature of women to focus on their families leading them out of employment. Due to these barriers amongst other well-known barriers, the women opt out or voluntarily discontinue their carriers or employment. This occurs because of the need by the women to be with their families. This calls for diversification of the work place by increasing their participation both at domestic and international level. Women at the Work Place Due to the changing consumption and social trends in nations, there is need to integrate women in decision-making processes of the company. This is majorly due to the reason that women greatly influence the purchasing power of consumers in all aspects. Diversification in terms of inclusion of women in corporate circles is important in improving the image of the company. This comes because of bringing all stakeholders in the company such as the company or the employer, employees, shareholders and the customers together. This has an impact in improving employee satisfaction and motivation, satisfaction of customer needs and improving brand image. Increased empowerment at the work place can be undertaken in different ways. Women control different aspects of a company’s organizational excellence. They can be in positions of leadership and direction giving and implementing policies on how to run the company. Women also control fields of accountability and finance. They also coordinate and control organizations and the overall work environment. Transparency at the Work Place One way of increasing the participation of women at the work place is through transparency in the implementation of gender sensitive initiatives. There should be creation and monitoring of policies and indicators that are sensitive to gender. This is achieved through having a favorable proportion of women in the company’s running both at all levels of management and recruitment. The company should be able to have uniform pay levels for both men and women. The rate of attrition or retirement by the employees in similar functions at the work place should be identical for both men and women. Through the sustained monitoring of the set performance indicators by the authorities makes the organization know the gaps to be filled or rectified and give a reflection on what directions or course of action to be taken. For example, some companies have put in place policies that are attractive to women at the point of recruitment such as IBM a computer giant that puts a top priority to women recruitment. It organizes public information campaigns that aim at recruiting freshly graduated women into their employment programs. Work-life Implementation Measures This implementation of policies favors the women to be in employment and at the same undertake their normal household duties at the same time (Karsten 2006, p.206). This may be implemented in a number of ways but the most viable methods are the flexible working hours and flexibility of working hours. In flexible working hours, the company will be required to adopt schedules such as working remotely, part time employment or flexi-time programs. This requires the company to adapt structures that enable women to be able to be both in employment and take care of their home needs. This may include the introduction of mobile offices, making working from home an option and offering flexible working hours. Career flexibility are important for women in the sense that when a company offers them to the women employees they get motivated and are willing to continue with their current employment. Such breaks include maternity leave whereby the companies grant their female employees to attend to their maternal needs and later reintegrating them back to the work force. Human Resources Management Process and Strategies Discrimination in the acquisition or promotion of women employees should be avoided at all costs (Paludi 2013, p.292). This requires companies to ensure that they recruit, appraise and manage careers in a manner that puts in place the needs of women in their quest for professional development. The company should adopt a policy that is favorable in the promotion of women in the company career ladder. Recruitment should be based on diversity and the identification of prejudices that hinder women from gainful employment. The companies should also offer career paths that are intended to retain the best human resource amongst the women. Mastering of dominant codes to nurture ambition There is need for women to be helped in mastering company codes. This can be achieved through extensive coaching, building of networks and programs aimed at mentoring women. This helps women maneuver their way out and progress career-wise in a field dominated by males. For example, the CAC Program in France and the FTSE-100 Cross-Company Mentoring Program in United Kingdom (Thomson and Jacey 2005, p.92) is a conglomeration of women in blue chip and high-flying executive positions that enable women to mentor each other and draw upward career choices. The importance of networking cannot be gain said in that it enlightens the women of the fact that it creates career progression and opportunities for other women in that they are able to identify their role models especially for young women. Through motivation and development, the women-directed initiatives are successful in employee retention and increasing the number of female employees in the company. The Economic Rights and the Empowerment of Women of Rwanda In Rwanda, economic rights are expressly guaranteed to the women in both the constitution and statutes. There are also policies that aim at diversifying the participation of women at the work place. Women have a right to decent work just as the men do in every employment sector. Decent work means that the earnings are enough to take care of one-self and the family plus a surplus amount to engage in non-work related activities. The work environment should be safe and in a secure healthy environment; the government of Rwanda has embarked on several initiatives that help in the diversification of women at the work place. Accessibility of Finance by Women The government of Rwanda empowers women to participate in the work place or to engage in income generating activities through funds administered by the National bank of Rwanda. The funds include the Women’s Guarantee Fund, AVEGA Guarantee Fund and the Retrenched Public Servants Guarantee Fund; moreover, the Women’s Guarantee Fund enables women with no securities for credit facilities to access loans to finance income-generating activities. The loan is repaid after three years at a favorable interest rate, the AVEGA Guarantee Fund on the other hand is meant for widows affected by the genocide to enable them restart their economic activities. The Retrenched Public Servants Guarantee Fund is also available to women for starting up of businesses by women in employment positions. The Rwandan Labor Law in Rwanda prohibits any employer from forcing any employee to do work that is against the wishes of the woman. The same law prohibits violence based on gender, harassment or unfair dismissal. The same law also prohibits discrimination in terms of gender, status of marriage or responsibilities in the family. The Rwandan law also entitles women to 12 consecutive weeks for maternity leave, six weeks of which are paid and the other six week paid at 20% of the full pay. The women are also entitled to resume the job they were in before they went into maternity. It is also enshrined in the Rwandan labor law entails a nursing mother to one hour and she is paid for the next 12 months after giving birth, while if she goes back to work after sixth week, the hours are increased to two hours a day. Representation of Women on Decision Making Bodies The law in Rwanda stipulates that any decision making should be composed of at least 30% female members in order to take care of the interests of women and girls. These decision-making bodies may include but not limited to the senate, the lower chamber of parliament, cabinet, permanent secretaries, the judiciary and the members of the provincial administration. For example, twenty-four seats in the lower house of parliament are reserved for women electable by fellow women. The list of those to be included on party list for election to the lower chamber of parliament has to be made of 30% women (Ballantine and Keith 2010, p.445) The Rwandan Women Council ensures the material needs and interests of women are taken into account in all aspects of the economy. This puts into consideration the grass root views of the women concerned, which are acted upon by the relevant authorities. The Council is also involved in the selection of the 24 women members of parliament who participate in both government legislation and budgeting geared towards improving the welfare of women (Ballantine and Keith 2010, p.445). Conclusion It is important that inclusion of women in the work place be embraced by both employers and the employees. This is because inclusion of men and women in the work place increase the value to organizations. The respect of each and every person’s individual differences brings the advantage of inculcating competitive edge thus improved productivity. It creates a safe and equal atmosphere that enables everyone to access challenges and opportunities; moreover, diversification at the work place has enabled women to achieve and advance at the work place. This has in turn led other women to be encouraged and set the tone for empowerment of others. One factor that has got a dominant effect or role in achieving this diversification is the women’s attainment of higher and valuable education thus increasing the status at their work place. The role of women can therefore not be ignored in the labor force as they participate in large numbers through their incorporation of innovative ideas and skills that make the company successful. Increasing diversity of women’s position in the workplace is important in a manner of ways; therefore, strategies adopted by organizations that increase the inclusivity of all employers have yielded positive results. For example, employees have become sensitive to differences in gender encouraging every person to accept each other including their abilities. Discrimination in terms of sex or gender, which has been the most reported barrier for accepting work place diversity, has been eliminated through embrace of policies that are favorable for the progression of the woman at the work place. Therefore, organizations are encouraged to eliminate prejudices that prevent them from harnessing and retaining competent female employees at the work place. References Ballantine, J.H, and Keith A.R. 2010. Our Social World: Introduction to Sociology. Thousand Oaks, Calif: Pine Forge Press. Gregory, R.F. 2003. Women and Workplace Discrimination: Overcoming Barriers to GenderEquality. New Jersey: Rutgers University Press. Karsten, M.F. 2006. Gender, Race, and Ethnicity in the Workplace: Issues and Challenges for Today's Organizations. Westport, Conn: Praeger Publishers. Paludi, M.A. 2013. Women and Management: Global Issues and Promising Solutions. Santa Barbara, Calif: Praeger. Powell, G.N. 2010. Women & Men in Management. Newbury Park, Calif: Sage. Publications Sweetman, C. 2004. Gender, Development, and Diversity. Oxford: Oxfam. Thomson, P. and Jacey G. 2005. A Woman's Place Is in the Boardroom. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan. Read More