Factors Differentiating the Male and Female Workforce - Coursework Example

Discuss the factors that differentiate the male and female workforce and how these underpin and structure women’s career trajectories Contents Introduction 3 Discussion 4 Elements of motivation of women workforce 4 Challenges faced by women in male dominated industries 5 Differences in male and female workforce –Examples from the Information technology sector 6 Differences in male and female workforce –Examples from the Pharmaceutical sector 7 Differences in male and female workforce –Examples from the Service sector 8 Conclusion 9 References 10 Introduction This project is prepared with the aim of identifying and understanding the different dimensions of the female and male workforces and the ways in which these dimensions structure and impact the career trajectories of the female employees. Gender differences with respect to employment opportunities are significant factors in shaping up the labour market participation levels and compositions. Indeed, the jobs of male and female workforces are greatly differentiated across occupations, sectors, types of companies, types of industries etc. while the differences between male and female workforces have evolved sufficiently with the economic development of the global labour market, the resulting differences and changes in the overall structure of the labour market are not sufficient to completely eliminate the segregations done on the basis of gender. There have been noticeable differences between the motivation factors, income differences, choice of job, opportunities and productivity differences between the male and female workforces across the globe. Both the biological differences between men and women and the external factors existing in the society have played equally important roles in impacting the way male and female workforces function and perform. This report includes a discussion on the various motivating factors, accomplishments, competency level and disparities that can be identified among the male and female workforces. The discussion regarding the different factors that impact and differentiate the two types of workforces is supported by the use of real life examples from a wide array of industries including the pharmaceutical industry, information technology industry, aviation industry etc. The report is concluded by summarizing the overall findings and highlighting how the career trajectories of women can be established in a better manner in the global male dominated industries. Discussion Elements of motivation of women workforce The different elements related to the resilience of women employees when performing among powerful male colleagues include a wide array of motivational aspects of the job like work engagement, success and recognition, challenging and fulfilling work, optimistic expectations related to career growth and possibilities etc. (Dawson, 2012). Also, the coping resources and strategies used by women employees also add to the resilience factor in their job roles. These coping resources and strategies may encompass mentorship, adoption of male characteristics in work, leveraging on feminine advantages and maintaining a delicate work-life balance (Martin, Warren-Smith, Collete and Scott, 2014). The appreciation of the advantages related to the female gender can be noted among a handful of male employees. In many organizations and industries, the women employees have the advantage of integrating feminine advantages into their work prospects and identity. However, in many other industries these actions are often criticized to be unfair and manipulative strategies used by the female employees in order to gain advantage and acceptance in their work life. Despite the differences in opinions regarding this element of resilience it can be identified that the women employees extensively depend on their femininity to function effectively and cope with the different challenges faced by them in their work environment (Walsh, 2012). Other factors of motivation include empowerment, future career possibilities, control, personal drive for success, pride related to overcoming gender biases and challenges in the workplaces and feelings of recognition and engagement (Reardon, 2005). Mostly the women employees focus on performing better in the background of bias and discrimination because their performance makes them stand out in the crowd as pioneering and distinctive employees. These aspects are identified as constructive elements of resilience that add to the work identity of the women employees (Hassell and Shann, 2003). Also, it has been found that women are comparatively less inclined to define their success in careers on the basis of financial and hierarchical progression. In contrast to the male employees, the women employees seem to be more inclined towards measuring and constructing success on the basis of a varied range of tangible and intangible criteria like influence, personal recognition, accomplishment and achievement. Therefore it is important for organizations to develop a clear insight into the ways in which the women employees actually perceive and measure their career success. Without this insight, it is impossible for an organization to set up strategies, performance indicators or work roles that help to extract the maximum performance levels from the women employees (Trauth, Quesenberry and Huang, 2009). Challenges faced by women in male dominated industries Though the global labour markets have experienced stark changes in the last 15 to 20 years, yet it can be identified that the female workforces face unique challenges when they aspire to participate in occupations which have traditionally remained dominated by the male workforce (Lederman and Bartsch, 2001). The challenges that women employees face while they attempt to enter into and persevere within the traditionally male influenced work environments result from the prevailing gender differentiation, norms and hierarchies that have existed in families and societies across the globe. Despite the increasing level of gender empowerment and equality across industries, the basic unit of society i.e. the household unit still follows the traditional structure in which the male is perceived as the more dominant gender as compared to the female counterparts (Brizendine, 2006). This kind of traditional stereotyping expectations and roles in the societies have also made their way into the organizational practices and policies and thus resulted in the development of organizational cultures and structures which are gender biased and marginalized (Shantz and Wright, 2011). There may be internal and external challenges and threats for female workforce when participating in occupations and industries that have been majorly controlled and influenced by the male gender. The covert and formal organizational policies and practices often act as a main challenge for the women employees because they lead to the maintenance of biasness and discrimination between the two genders of the employees (Longino, 2002). Also the hype over stereotypical gender responsibilities and roles and the varying level of expectations related to women and male employees are two other unique challenges that the women employees commonly face in their career trajectory (Taylor and Scholarios, 2011). Other than these, it has been found that the women employees have differentiated physical requirements, work-life balance requirements and motivational work identity factors which act as crucial drivers of the ability of the women workforce to perform better in a work environment controlled and dominated by the male employees (Wylie, Jakobsen and Fosado, 2008).  Differences in male and female workforce –Examples from the Information technology sector The challenges of meeting the different work related demands in the field of Information technology can be evaluated through the study of three different organizational factors that impact the retention and performance of women employees in the IT field. The gender differences often provide deep insights into the workforce imbalances noticed on the basis of gender on the professions in the Information Technology sector. According to a research carried out on 92 women employees working in the Information technology sector in the United States of America, there are three main organizational factors which directly impact the career development and trajectories of women employees in a wide number of ways (Xie and Shauman, 2003). The career development of women employees in the Information Technology industry have been found to be influenced by the three main factors of organizational culture, mentoring opportunities and work life balance. It has also been found that the personal and professional factors of women employees affect the decisions that they make in their career directions and trajectories (International Labour Organization, 2009). The other individual influences include differences in abilities, personalities and social and psychological factors. Additionally, it can be established from the findings of the research that flexibility, social background, personal aspirations and motivations act as other significant deciders of performance levels and quality among the women employees in the Information Technology industries (Hakim, 2000). Differences in male and female workforce –Examples from the Pharmaceutical sector The pharmaceuticals sector is another important sector that experiences a high level of gender differentiation. The ratio of the male and female employees is becoming more consistent in this industry. However, the external labour market factors like gaps in pay, gender biases, gender discrimination and biased employment opportunities and practices have led to the development of differentiated career trajectories and functioning policies for the female workforces in this segment. Typically, two main types of gender discrimination are identified within the pharmaceutical employment market. These are the vertical segmentation and the horizontal segmentation. The horizontal segmentation includes the cases in which the professions are segregated and categorized as a specific gender type. This often involves the selective recruitment and preference of the male gender of employees over the female gender. The concept of gender typing lowers the work status of the female employees. On the other hand, vertical segmentation includes the system of placing the women employees at lower positions than the male employees. This involves selective and biased promotional practices resulting in gender biasness and glass ceiling formation in these types of organizations (Verheul, Van Stel and Thurik, 2006). Differences in male and female workforce –Examples from the Service sector The career trajectories of women employees in the service sector can be analysed to find out the main differences between the male and female workforces functioning in this segment (Goldin, 2006). It can be identified that the motivation level of the women employees are more than that of the male employees when factors like recognition, aspiration, success and achievement have priority in the organization (Petersen and Saporta, 2004). On the other hand, challenges, power and control are aspects which drive the motivation level of male workforce but are at the same time the most redundant factors in the performance of the women workforce in the service sector (Smith, Valdemar and Verner, 2006). It can be said that this basic difference in the motivational factors of the women and men employees in the service sector have stemmed from the general ways in which the two genders aim to perceive others and offer services in the external environment. The careers of women employees are determined by the domestic status, mentorship support and human capital availabilities. The main challenges associated with women employees in their work are the domestic responsibilities, inability to maintain a balance between their work and personal lives as well as the existing stereotypes related to gender biasedness in the work environment (World Bank and International Finance Corporation, 2010). The career trajectories of men and women are developed in different patterns because the priorities, motivational factors, desires and success evaluation processes of the male and female workforces are completely opposite (Pitts, 2003). While men look for financial success, women employees are more inclined towards recognition and achievements in their daily job roles. Also, in work performances, male employees tend to overestimate their capabilities and performances while female employees tend to underestimate both their performances and abilities (Kalleberg and Leicht, 2001). However, this does not have any impact on their quality of work. But the decisions related to work and career are guided by different types of factors due to which the career paths chosen by the male and female workforces are significantly different and unique in their own ways (Manning and Petrongolo, 2008). Conclusion Thus, it can be identified from the discussion that the basic ways of functioning of the male and female employees are different which makes the career trajectories and choices of the male and female employees different as well. In the background of the modern business environment, it can be established that the capabilities and quality of work of both the male and female workers can be similar. However, the preferences and choices of the two genders of employees are different as a result of which the key decisions and priority setting of these employees are also done in opposite manners which leads to the development of the career structures and paths of the male and female employees different on the basis of separate metrics and evaluation factors. References Brizendine, L. 2006. The Female Brain. New York: Morgan Road Books. Dawson, L. 2012. Women and Men, Morality and ethics. London: Stamford. Goldin, C. 2006. The Quiet Revolution that Transformed Women’s Employment, Education, and Family. American Economic Review, Vol. 96 (2), pp.1–21. Hakim, C. 2000. Work-lifestyle choices in 21st century, 1st ed. Oxford: Oxford University Press. Hassell, K. & Shann, P. 2003. The national workforce census: The part-time pharmacy workforce in Britain. Pharmaceutical Journal, Vol. 271(1), pp. 58-59. International Labor Organization (ILO). 2009. Global Employment Trends for Women. 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