The topic of gender inequality has long been discussed, with the fight for women's rights in American society beginning in the 1800s. It took over fifty years after the civil war for women to finally gain suffrage (Scott, Crompton & Lyonette, 2010). During this period, women worldwide experienced various limitations on their rights, such as being denied access to education by multiple colleges.
Throughout history, women were considered the property of their husbands or fathers and had the sole responsibility of bearing children and taking care of their homes (Jackson, 2016). However, in the past five decades, women have made significant strides in breaking down gender barriers. They now have the opportunity to receive an education and pursue any field they desire, even traditionally male-dominated areas like medicine, engineering, and technology (Jackson, 2016). Additionally, women are actively entering political positions with
...out having to choose between their careers and families. Despite these advancements, determined women still encounter prevalent gender bias that impedes their success.
Women consistently earn lower salaries than men in the same work field (Srinivasan, 2015). Pay discrimination occurs when women and men who perform equal value work are not equally compensated. Discrimination can be through mistreatment or policies that result in unequal treatment between genders (Srinivasan, 2015). The glass ceiling is a type of gender inequality that creates two obstacles for women in corporate hierarchies: limited opportunities based on experience and education (Krivkovich, Kutcher ; Yee, 2016).
Despite women having higher levels of education in some cases, the gender pay gap widens at the highest levels of education. Efforts to address gender inequality have been made globally, yet there remains an unexplainable significant wage gap betwee
men and women (Jackson, 2016). In Canada, for instance, the wage gap is lower compared to many other countries but has remained unchanged since the 1990s. Moreover, there is a scarcity of women in leadership positions within the country. Shockingly, approximately 40% of Canada's top companies do not include any women on their Board, highlighting the severity of gender inequality (Scott, Crompton & Lyonette, 2010). The gender pay gap is a complex issue influenced by various interconnected factors that inevitably impact women's economic and social status. Although men and women differ in their job roles and responsibilities, over time women's skills have become comparable to those of men (Ruohan & Xueyu, 2016).
Although the wage gap between women and men is still influenced by differences in occupations and personal/job characteristics, it has become more similar. However, this wage disparity is significantly affected by indirect discrimination that surpasses labor laws. Despite being prohibited, vertical discrimination persists as women with equal or superior qualifications to men lack opportunities for advancement, promotions, and pay raises due to undervaluation of their skills. As a result, women experience slower career progression compared to men. Advocates for gender equality present various arguments under three categories: individual level (fairness and impartiality between genders), questioning the barriers preventing women from reaching workplace potential, and challenging parents' beliefs regarding their daughters' rights compared to sons'.
The national level acknowledges the significance of connecting a country's competitiveness with its strategy for educating and utilizing female talent. Empowering women contributes to reducing gender inequality, resulting in increased productivity and economic growth. The active participation and effectiveness of women in the economy have a substantial impact on both the
competitiveness and expansion of the economy, ultimately contributing to global GDP.
At an enterprise level, scholars propose a link between having diverse genders among top management personnel and enhanced financial performance. Nonetheless, it is important to recognize that this correlation does not imply causation.
There is a debate over the connection between the number of women in high-level managerial positions and an organization's overall performance. Some argue that there are variances in leadership and management styles based on gender. Feminine management style entails decision-making influenced by subjective values like compassion and a pursuit of harmony. In contrast, masculine decision-making relies on logic, principles, laws, and standards. It has been proposed that self-employed individuals who adopt a feminine approach may face challenges in achieving success as they don't prioritize profit growth. Various factors contribute to gender inequality and men earning higher wages compared to women.
Women have higher scores on the locus control scales, indicating their belief that others are in control of their circumstances. This belief can be traced back to childhood experiences where girls receive different upbringing compared to boys. Girls are often supervised and protected more, assigned indoor tasks while boys engage in outdoor activities. Consequently, this perception of female weakness becomes ingrained in their mindset and persists into adulthood.
The control and direction of women's lives is further demonstrated by societal norms such as waiting for a man to initiate a date and changing their last names after marriage. Women also face economic disadvantages, earning less than men due to factors like taking time off work for childbirth. As primary caregivers, they frequently require maternity leave which leads to breaks in employment and the need to
start over upon returning to work. This ongoing cycle not only impacts their individual careers but also disrupts organizational workflow.
Women often retire earlier than men due to their shorter workforce duration and lower continuity, resulting in lower earnings. This is partly because of their additional home responsibilities, making full-time work challenging. As a result, women frequently opt for part-time employment. Moreover, they encounter obstacles in achieving promotions due to limitations on working hours and relocation for new job prospects. Society instills the belief in women that they will be treated fairly as mandated by the law.
This mindset is incorrect. While education plays a significant role in helping women attain higher salaries, the specific field of study one chooses is even more crucial. For instance, a literature librarian with a doctorate earns less than a construction manager (Srinivasan, 2015). Women need to comprehend their life goals and be aware of potential challenges they might encounter. They must be ready and motivated to do whatever it takes to succeed and conquer obstacles (Krivkovich, Kutcher ; Yee, 2016). Women possess distinct qualities that set them apart from men, but these differences should not be viewed as weaknesses. On the contrary, they can serve as strengths that contribute to achieving organizational objectives. The feminine management style, despite prior criticism, actually benefits a company by promoting collaboration and fostering team unity through valuing everyone's input (Srinivasan, 2015).
This management style fosters creativity in the organization and promotes an environment where women, known for their approachability and nurturing qualities, are receptive to questions and provide support to team members. This ultimately enhances efficiency in the workforce (Jackson, 2016). Effective leaders possess traits
such as showing concern for others' well-being, a strength that women excel at compared to men (Jackson, 2016).
To achieve gender equality, organizations should cultivate a family-friendly atmosphere that does not use women's domestic responsibilities as justification for paying them less than men. To support working women with families, organizations should offer flexible work hours, remote positions for working from home, and on-site child care services. These measures aim to empower more women to join the workforce and receive equal pay with their male counterparts (Ruohan & Xueyu, 2016). Currently, there is a higher number of women in the workforce than ever before in history.
Women have made significant progress in education and career opportunities over the past twenty years, resulting in positive changes in the workforce. However, outdated beliefs still exist that downplay women's abilities and promote their limited roles to household chores. To enhance performance, organizations should acknowledge and leverage the distinct strengths of both genders rather than viewing them as weaknesses. Moreover, it is important for women to understand the factors contributing to unequal pay and actively strive for fair wages and rightful benefits.
References
- Barton, D., Devillard, S., ; Hazlewood, J. (2015). Gender equality: Taking stock of where we are. Mckinsey Quarterly, (4), 86-89.
- Jackson, H. G. (2016). Getting to Workplace Gender Equality. HR Magazine, 61(9), 6
- Krivkovich, A., Kutcher, E., ; Yee, L. (2016). BREAKING DOWN THE GENDER CHALLENGE. Mckinsey Quarterly, (2), 8-13.
- Ruohan, W., ; Xueyu, C.
(2016). GENDER EQUALITY IN THE WORKPLACE:
THE EFFECT OF GENDER EQUALITY ON PRODUCTIVITY GROWTH AMONG THE CHILEAN MANUFACTURERS.
- Journal Of Developing Areas, 50(1), 257-274.
- Scott, J. L., Crompton, R., ; Lyonette, C. (2010). Gender inequalities in the 21st century: New barriers and continuing constraints.
Cheltenham: Edward Elgar.
Srinivasan, M. S. (2015). Building A Woman Friendly Workplace. Vilakshan: The XIMB Journal Of Management, 12(2), 119-126.
