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The effect of gender inequality in the workplace
Why is gender inequality in business a problem
The effect of gender inequality in the workplace
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Female expatriates miss out global assignments due to various reasons. Lack of mentors or role models, access to appropriate network, sponsorship are the most common ones. International managers need to understand the reasons for varying male and female roles as well as contrasting interpretations of equality. Most cultures differentiate between the appropriate roles for men and women. Women are still perceived as child bearers and child reapers. These traditions are still deeply ingrained even when it is no longer necessary for women to remain at home. The result has been that women who worked outside the home often work in subordinate positions. The expatriate glass ceiling is one of the prominent obstacles that women in the foreign organizations …show more content…
An additional 30 to 50 percent of expatriates stay in their international assignments, but are regarded as either marginally effective or ineffective by their organizations (Bird and Dunbar,1991).According to evidence accumulated over the past two decades, roughly one in three managers sent overseas gets the job done the way headquarters wanted it done. This is costly to firms. The following are the characteristics that help expatriates adjust effectively and companies can select female expatriates based on the degree to which they possess these characteristics, and training can be designed to ensure that expatriates develop and use the needed …show more content…
Evidently what is tested is determined by the exact nature of the foreign job assignment and what can be learned readily on the job. • Assessment by domestic colleagues of the female’s managerial and administrative abilities. Current performance appraisals can be looked into. • Situational exercises, role-plays or simulations in which the individual must deal with situations likely to arise in the foreign location. Ability to adapt • Situational exercises characterized by high levels of ambiguity and time pressure to examine how well the candidate performs under such conditions. • Behavior description interviews focused on previous examples of behavioral flexibility. • Biodata concerning the nature and breadth of hobbies and other leisure activities and a check of the availability of those activities in the foreign location. Ability to form relationship • Psychological tests of traits typically associated with relationship
Powell, G., Butterfield, D., and Bartol, K. (2008). Leader evaluations: A new female advantage? Gender in Management: An International Journal, 23, 156-174.
The situational leadership model in essence suggests that there is nothing like a one size fits all approach with regards to leadership. Therefore, depending on the situation at hand, there are varying levels of management and leadership that are deemed necessary. However, all leaders are encouraged to first identify their most vital priorities or tasks with regard to leadership and management. Again, the same leaders ought to consider their readiness levels and also the readiness levels of their followers by simply analyzing the group’s willingness and abilities. As a result, depending on these kinds of variables, all leaders ought to apply the most effective leadership style that is best suited to the given situation. Situational leadership is divided into four
The "glass ceiling" has held women back from certain positions and opportunities in the workplace. Women are stereotyped as part-time, lower-grade workers with limited opportunities for training and advancement because of this "glass ceiling". How have women managed their careers when confronted by this glass ceiling? It has been difficult; American women have struggled for their role in society since 1848. Women’s roles have changed significantly throughout the past centuries because of their willingness and persistence. Women have contributed to the change pace of their role in the workplace by showing motivation and perseverance.
Women are under constant scrutiny when it comes to the organizational world of work. Looking at the start, this type of wary behavior begins at the job interview. From experience, the moment an interviewer views a person’s application they have already begun their assessment of the person. The interviewee has less than a minute after introduction to give a good initial impression. However, the traits of two applicants who are male and female vary in expectation, “women are expected to be dependable, cooperative, intuitively perceptive, and exhibit ‘soft’ skills of management. Men, on the other hand, are required to be intelligent, ...
Wirth, Linda. “Women in Management: Closer to Breaking Through the Glass Ceiling.” Women, Gender and Work. Ed. Martha Fetherolf Loutfi. Geneva:
“Statistical Overview of Women in the Workplace”. www.catalyst.org. Catalyst. 19 June 2012. Web. 1 November 2012.
Women are underrepresented in managerial (Adler 451) and executive level positions within organizations in the United States even today. Although females embody almost fifty percent of the workforce (Adler 451, they occupy only about thirty percent of all salaried positions, twenty percent of middle manager positions, and about five percent of executive level positions (Bell 65). At the current rate of increase in executive women, it will take until 2466 or over 450 years to reach equality with executive men.
Today, however, women have integrated themselves into every field of activity and every kind of industry smoothly and skillfully. Whether travelling twenty days of the month or accepting transfers, they are as performance-oriented, sincere, competent and persevering as their male counterparts, if not more. Their presence in the corporate world is now more a rule than an exception such that a feminist agenda and, in fact, any speci...
International businesses are also finding new ways of increasing diversity abroad. Instead of using expatriate employees as management, they are starting to hire locals. Companies that operate abroad are realizing that using expatriate employees is not a permanent solution. They are often expensive, and are not capable of translating their skills into the new environment. In a company that operates globally, it is important that the company knows how to relate to the local markets, and a great way to do this is by hiring local talent. Hiring locally is cheaper, there is not a language barrier, and they are accustomed to the business environment in the area(5). They can also help the business by providing a new perspective into international markets, and offer ways that the company can improve their diversity abroa...
Black & Stephens (1989) classified expatriate adjustment into three-dimensions (i)general adustment– adjusting to housing food, shopping, and other aspects of the foreigner culture, (ii)work adjustment– meeting job responsibilities and performance expectations, and (iii)interaction adjustment – socializing and speaking with host country nationals.
“Women have talent and intelligence but, due to social constraints and prejudices, it is still a long distance away from the goal of gender equality” (Pratibha Patil). A common misconception that is prominent in many modern day ideologies, is that gender does not have as much of an effect on workplace experience as it did several decades ago. This is untrue. “Most occupations remain skewed toward either men or women” (Jacobs 32). This occupational gap is an unmistakable reason for men and women being treated so vastly differently. Many people tend to believe that after women gained the right to vote and became eligible for many workforce positions,
The goal on gender equality and impact of gender discrimination varies from country to country, depending on the social, cultural and economic contexts. Anti-discrimination laws have performed a critical role in expanding work place opportunities for women, yet they are still denied full equality in the workplace. Even though they can now secure powerful professional, academic and corporate positions once reserved for men, the ever present glass ceiling still deters the advancement of large segment of the female workforce (Gregory, 2003). Interest in the careers of females remained strong among both scholars and practitioners. Women have made considerable progress in entering the managerial ranks also but not at the highest levels. However, the promotion of women who hold top management positions increased only slightly during the last decade (U.S. Department of Labor, 1992). Shrinking gender differences between men and women in job related skills and aspirations may not reduce employer discrimination that is rooted in the belief that women’s emotions prevent them from managing effectively (Kanter, 1977). Stumpf and London (1981) identified criteria that are commonly used when decisions are made about management promotions. The specified job-irrelevant criteria, such as gender, race and appearance, and job-relevant criteria, such as related work experience, being a current member of the organization offering the position, past performance, education and seniority.. The central question is whether the hiring, development, and promotion practices of employers that discriminated against women in the past have been remedied or continue in more subtle forms to impede women’s advancement up in the hierarchy
When an applicant meets the five basic requirements the selection process begins. This selection process is lengthy and extensive and it is extremely competitive. The candidate is put through six test and required to pass all of them before he or she can move on to training. The first phase of the selection process is usually a written exam, which will evaluate the candidate’s basic reading and comprehension skills. Background...
Kealey, D. J., & Protheroe, D. R. (1996). The effectiveness of cross-cultural training for expatriates: An assessment of the literature on the issue. International Journal of Intercultural Relations, 20, 141-165.
The persistence of the gender gap has been evaluated through the barriers, wage disparity, and discrimination that women endure in these organizations. In evaluating the barriers that women endure, it is displayed that they are left at a disadvantage compared to men, since they do not have the same learning opportunities, and are unable to progress at the same level. Also, in the assessment of the wage gender gap, unfair treatment towards women has led to their value and worth be questioned, eventually obstructing their ability to advance in their organizations. Finally, the analysis of the discrimination that women face in the workplace, has expressed that women are not given the same opportunities as men, which hinders their ability on rising in corporate hierarchy. The opposing argument to the gender gap focuses on gender bias, and recognizes the underrepresentation of women in upper management positions. The gender gap can begin to close if organizations take the initiative to hire more women and encourage their participation in the workforce. Overall, the gender gap in the representation of top management positions does exist in corporate organizations, however these organizations can make a change and bridge the