Gender Inequality Project.docx

INDEX Sr.

Topic

Page no

1

Executive summary

1

2

Objectives of studies

2

3

Research Methodology

3

4

Introduction

4

5

Meaning of gender inequality in work place

5

6

History of gender inequality in work place

6

7

Gender inequality in work place world wide

8

8

The 10 worst countries for gender inequality in work place

10

9

Gender inequality in work place today

11

10

Gender inequality in work place in India

13

11

Reason for Gender inequality in work place and how it happens

17

12

Cause and effect

19

13

Prevention of Gender inequality in work place

21

14

Legislation

24

15

Type of Gender inequality in work place

29

16

Myths on Gender inequality in work place

34

17

Gender inequality in work place in statistics

36

18

Role of NGO’ s in Gender inequality in work place elimination in India some NGO ‘s for gender inequality in work place

37

19

Gender inequality in work place: STILL A BIG CHALLENGE

38

20

World against gender inequality in work place

41

21

Suggestion

42

22

Conclusion

44

23

Bibliography

46

SUMMARY Gender inequality is the idea and situation that women and men are not equal. Gender inequality refers to unequal treatment or perceptions of individuals wholly or partly due to their gender. It arises from differences in gender roles. Gender systems are often dichotomous and hierarchical. Gender inequality stems from distinctions, whether empirically grounded or socially constructed. Women lag behind men in many domains, including education, labor market opportunities and political representation.

1

Objective Survey data support hypotheses regarding differential access to workplace power among women and minorities relative to white men. Specific findings indicate that, relative to white men, all groups encounter increasing inequality at higher levels of power, but only black women seem to experience this form of inequality as a result of direct discrimination. Further analysis indicates that network assistance is more a response to this form of discrimination than an indirect cause. Finally, analysis shows that most groups attain power through homosocial reproduction, but what differs is the opportunity to engage in such reproduction, wherein white men excel. These findings imply that while women and minorities face lower odds than white men of achieving higher levels of workplace power, the reasons for this disadvantage vary among respective groups and thus will likely require different remedies.

2

REASEARCH METHODOLOGY SECONDARY DATA: Secondary data are those, which have already been collected by someone else and which have been passed through statistical process. This due are collected from following sources.  Magazines  Journals  Newspapers  Internet website

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Introduction Despite federal and state laws enacted to protect workers from gender inequality, the problem still exists in ways as subtle as veiled remarks or as overt as unequal pay or unfair promotions. Although gender discrimination is typically thought of as directed toward women, workers of both sexes can be subjected to gender inequality.

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Meaning of gender inequality in work place Occupational inequality is the unequal treatment of people based on gender, sexuality, height, weight, accent, or race in the workplace. When researchers study trends in occupational inequality they usually focus on distribution or allocation pattern of groups across occupations, for example, the distribution of men compared to women in a certain occupation. Secondly, they focus on the link between occupation and income, for example, comparing the income of whites with blacks in the same occupation.

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History of gender inequality in office place Christine de Pizan, an early advocate for gender equality, states in her 1405 book The Book of the City of Ladies that the oppression of women is founded on irrational prejudice, pointing out numerous advances in society probably created by women. Shakers

Life of the Diligent Shaker, Shaker Historical Society

The Ritual Dance of the Shakers,Shaker Historical Society

The Shakers harvesting their famous herbs The Shakers, an evangelical group, which practiced segregation of the sexes and strict celibacy, were early practitioners of gender equality. They branched off from a Quaker community in the north-west of England before emigrating to America in 1774. In America, the head of the Shakers' central ministry in 1788, Joseph Meacham, had a revelation that the sexes should be equal. He then brought Lucy Wright into the ministry as his female counterpart, and together they restructured the society to balance the rights of the sexes. Meacham and Wright established leadership teams where each elder, who dealt with the men's spiritual welfare, was partnered with an eldress, who did the same for women. Each deacon was partnered with a deaconess. Men had oversight of men; women had oversight of women. Women lived with women; men lived with men. In Shaker society, a woman did not have to be controlled or owned by any man. After Meacham's death in 1796, Wright became the head of the Shaker ministry until her death in 1821. Shakers maintained the same pattern of gender-balanced leadership for more than 200 years. They also promoted equality by working together with other women's rights advocates. In 1859, Shaker Elder Frederick Evans stated their beliefs forcefully, writing that Shakers were "the first to disenthrall woman from the condition of vassalage to which all other religious 6

systems (more or less) consign her, and to secure to her those just and equal rights with man that, by her similarity to him in organization and faculties, both God and nature would seem to demand". Evans and his counterpart, Eldress Antoinette Doolittle, joined women's rights advocates on speakers' platforms throughout the northeastern U.S. in the 1870s. A visitor to the Shakers wrote in 1875: Each sex works in its own appropriate sphere of action, there being a proper subordination, deference and respect of the female to the male in his order, and of the male to the female in her order, so that in any of these communities the zealous advocates of "women’s rights" may here find a practical realization of their ideal. The Shakers were more than a radical religious sect on the fringes of American society; they put equality of the sexes into practice. It has been argued that they demonstrated that gender equality was achievable and how to achieve it. In wider society, the movement towards gender equality began with the suffrage movement in Western cultures in the late-19th century, which sought to allow women to vote and hold elected office. This period also witnessed significant changes to women's property rights, particularly in relation to their marital status. (See for example, Married Women's Property Act 1882).

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Gender inequality in work place world wide Gender inequality is a result of the persistent discrimination of one group of people based upon gender and it manifests itself differently according to race, culture, politics, country, and economic situation. It is furthermore considered a causal factor of violence against women. While gender discrimination happens to both men and women in individual situations, discrimination against women is an entrenched, global pandemic.] In the Democratic Republic of the Congo, rape and violence against women and girls is used as a tool of war] In Afghanistan, girls have had acid thrown in their faces for attending school. Considerable focus has been given to the issue of gender inequality at the international level by organizations such as the United Nations (UN), the Organisation for Economic Co-operation and Development (OECD), and the World Bank, particularly in developing countries. The causes and effects of gender inequality vary geographically, as do methods for combating it. Asia One example of the continued existence of gender inequality in Asia is the "missing girls" phenomenon "Many families desire male children in order to ensure an extra source of income. In China, females are perceived as less valuable for labor and unable to provide sustenance." Moreover, gender inequality also reflected in educational aspect in rural China . Gender inequality existed because of gender stereotypes in rural China, families may consider that is useless for girls to acquire knowledge at school because they will marry someone one day and their major responsibility is to take care of housework. When people have expectations on the gender roles, that considering marriage is the major goals of a girl's life in rural China, gender inequality easily existed to limit the rights and opportunities of women. Cambodia A Cambodian said, "Men are gold, women are white cloth", emphasizing that women had a lower value and importance compared to men. In Cambodia, approximately 15% (485,000 hectares) of land was owned by women. In Asian culture, there is a stereotype that women usually have lower status than men because males carry on the family name and hold the responsibilities to take care of the family. Females have a less important role, mainly to carry out domestic chores, and taking care of husbands and children. Women are also the main victims of poverty as they have little or no access to education, low pay and low chances owning assets such as lands, homes or even basic items. In Cambodia, the Ministry of Women's Affairs (MoWA) was formed in 1998 with the role of improving women's overall power and status in the country. Europe Europe, as a whole, has a decent amount of disparity when in reference to Global Gender Gap Report put out by the World Economic Forum (WEF) in 2018. The Global Gender Gap Report ranks nation between 0 and 1. A nation with 35 women in political office and 65 men in political office would get a score of 0.538 as the WEF is measuring the gap between the two figures and not the actual percentage of women in a given category. While Europe holds the top four spots for gender equality, with Iceland, Finland, Norway and Swedenranking 1st through 4th respectively, it also contains two nations ranked in the bottom 30 countries, Albania at 108 and Turkey at 120. The Nordic Countries, for several years, have been at the forefront of bridging the gap in gender inequality. Every Nordic country, aside from Denmark who is at 0.778. In contrast to the Nordic nations, the countries of Albania and Turkey continue to struggle with gender inequality. Albania and Turkey failed to break the top 100 nations in 2 of 4 and 3 of 4 factors, respectively. However, despite the disparity, European 8

nations continue to make advances in the many factors that are used to determine a nation's gender gap score. Western Europe Western Europe, a region most often described as comprising the non-communist members of post-WWII Europe, has, for the most part been doing well in eliminating the gender gap. Western Europe holds 12 of the top 20 spots on the Global Gender Gap Report for overall score. While remaining mostly in the top 50 nations, four Western European nations fall below that benchmark. Portugal is at number 37 with score of 0.732 while Italy (70), Greece (78) and Malta (91) received scores of 0.706, 0.696 and 0.686, respectively. Eastern Europe A large portion of Eastern Europe, a region most often described as the former communist members of post-WWII Europe, resides between 40th and 100th place in the Global Gender Gap Report. A few outlier countries include Lithuania, which jumped nine places (28th to 23th) from 2013 to 2018, Latvia, which has held the 15th spot for two consecutive years, Albania and Turkey. India India ranking remains low in gender equality measures by the World Economic Forum, although the rank has been improving in recent years. When broken down into components that contribute the rank, India performs well on political empowerment, but is scored near the bottom with China on sex selective abortion. India also scores poorly on overall female to male literacy and health rankings. India with a 2018 ranking of 103 out of 144 countries had an overall score of 0.665, while Iceland, the nation that topped the list, had an overall score of 0.858 (no gender gap would yield a score of 1.0). Gender inequalities impact India's sex ratio, women's health over their lifetimes, their educational attainment, and economic conditions. It is a multifaceted issue that concerns men and women alike. The labor force participation rate of women is 33% in 2018.Nancy Lockwood of the Society for Human Resource Management, the world's largest human resources association with members in 140 countries, in a 2009 report wrote that female labor participation is lower than men. Out of India's 397 million workers in 2001, 125 million were women, states Lockwood. India is on target to meet its Millennium Development Goal of gender parity in education before 2016. UNICEF's measures of attendance rate and Gender Equality in Education Index (GEEI) attempt to capture the quality of education. Despite some gains, India needs to triple its rate of improvement to reach GEEI score of 95% by 2021 under the Millennium Development Goals. A 1998 report stated that rural India girls continue to be less educated than the boys. United States The World Economic Forum measures gender equity through a series of economic, educational, and political benchmarks. It has ranked the United States as 50th in terms of achieving gender equity. The US Department of Labor has indicated that in 2018, "the median weekly earnings of women who were full-time wage and salary workers was... 80 percent of men's The Department of Justice found that in 2018, "the percentage of female victims (26%) of intimate partner violence was about 5 times that of male victims (5%)". "The United States ranks 41st in a ranking of 184 countries on maternal deaths during pregnancy and childbirth, below all other industrialized nations and a number of developing countries" and women only represent 20% of members of Congress.

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Top worst 10 countries for inequality in work place The ten lowest ranked countries in terms of gender equality according to the GII for 2011, 2012, and 2017.

Country

Yemen

HDI Rank 2017

GII Ranking 2017

GII Value 2017

GII Ranking 2012

GII Value 2012

GII Rank 2011

GII Value 2011

178

160

0.834

148

0.747

----

----

153

159

0.741

----

----

----

----

Afghanistan

168

153

0.653

147

0.712

141

0.717

Niger

189

151

0.649

146

0.707

144

0.724

Congo

176

152

0.652

144

0.681

142

0.71

Liberia

181

154

0.656

143

0.658

139

0.671

186

158

0.708

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----

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Central African Republic

188

156

0.673

142

0.654

138

0.669

Mali

182

157

0.678

141

0.649

143

0.712

Sierra Leone

184

150

0.645

139

0.643

137

0.662

Côte d'Ivoire

170

155

0.663

----

----

----

----

Papua New Guinea

Chad

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Gender inequality in work place in today’s world The Global Gender Gap Index reveals that all countries can do more to close the gender gap. Across the Index, there are only five countries that have closed 80% of the gap or more. In addition, there are 64 countries that have closed between 70% and 80% of their gender gap. A further 65 countries have closed between 60% and 70%, while 10 countries have closed between 50% and 60%. In 2018, only one country (Yemen) had closed less than 50% of their overall gender gap. However, there is wide variety in progress on closing the gender gap in every world region, with both success stories and underperforming countries in each. Considering the average gap that remains to be closed in each world region, based on the Report’s updated regional classification, At a global level, only two regions—Western Europe and North America—have a remaining gender gap of less than 30%, at 25% and 28%, respectively. Latin America and the Caribbean and Eastern Europe and Central Asia are virtually tied at a remaining gender gap of exactly 30% each. They are followed by East Asia and the Pacific, with a remaining gender gap of 31.7%, Sub-Saharan Africa, with a gap of 32.1%, and South Asia, with a gap of 33%. The Middle East and North Africa region is yet to close a gender gap of just under 40%. The reader should note that population-weighted group averages are used throughout the Report. Despite its high regional average, there is wide spread of outcomes among the 20 countries covered in the Western Europe region. A similarly wide spread of country performance also exists among the 30 countries covered in the Sub-Saharan Africa region. Here, this diversity of outcomes is frequently driven by different performance on the Educational Attainment subindex. In other regions, the largest diversity of outcomes exists across the Economic Participation and Opportunity and Political Empowerment subindexes, while performance differences across the Educational Attainment and Health and Survival subindexes tend to be comparatively minor.

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Gender inequality in work place in India Girls and women constitute almost half of the population of India, yet they are deprived of access to resources and opportunities in comparison to their male counterparts, often becoming victims of discrimination due to their gender. Almost every Indian would agree that of all the women they know, most are a victim of discrimination in their everyday life. Women below the age of 30 earned 23.07% less than men, while those in the age group of 30-40 years earned 30.24% less than men. Gender inequality is a global concern and does not receive the kind of attention it deserves. According to World Bank, in 2018, the total participation of women in the labour force was pegged at only 26.97%. Even though the figures were expected to increase, the astonishing reality is that there has been a 23% decline in the female labour force participation in our country over the last 25 years. In a country where women constitute almost half of the population (48%), these numbers present a challenge that we as a society must aim to overcome. The type of work women are entrusted with, coupled with the conditions under which they work and the opportunities they get to advance, differ widely from what men are offered at a workplaces. From women being overlooked for certain jobs on account of their gender to being offered inequitable wages and development paths, gender disparity presents itself in several ways in workplaces. Patriarchal binaries affect the very system we all function in, and a deep realization of this can be seen in the way it presents itself in the hierarchies established in corporate India. The hard facts The gender pay gap in India for the year 2018 was recorded at 29.53% by WageIndicator, and a curious stat is that this gap increases with age. Women below the age of 30 earned 27.07% less than men, while those in the age group of 30-40 years earned 34.24% less than men. There's a clear gap in growth charts in a career for a man and woman in India. Surprisingly, educational qualifications also end up increasing this wage gap. The inequality women face at the workplace is but a symptom of the broader issue. In rural India, the average salary received by regular employees was ₹ 590.66 per day for women compared with ₹ 670.23 per day for males (during 2017-18). The discrepancy—₹ 650.7 and ₹ 835.52 per day for women and men respectively—was evident in urban areas too.

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One of the biggest reasons why women occupy fewer leadership positions is the lack of support after marriage, both professionally and domestically. There is also a dearth of women in key and senior leadership positions in India. In some cases, even though there are women members on the board, organizational policies that are governed by gender equality still have a long way to go to create a space which encourages women to advance their careers. One of the biggest reasons why women occupy fewer leadership positions is the lack of support after marriage, both professionally and domestically. Although times are evolving and there are even cases of women being the "bread-winners" and men the "home-makers", women are still subtly pressured to make professional compromises for the family. Biases in performance appraisals and difficult work- life balance choices make these issues that much more challenging. Wider power structures that impede this equality are ignored by organizations, betraying the deeply embedded nature of these hierarchies that ultimately skew equality. The way forward Work-life balance in today's context is especially important for married women with children. Even though technology has facilitated telecommuting and the ability to stay connected irrespective of someone's location, concrete steps to better work-life policies are still under- developed. However, to shape and mould an equal hierarchical structure, it's important to change mind-sets of individuals within organizations. Conscious and unconscious biases must be eradicated in a systemic manner. The leaders of corporate India, especially the large number of men that find themselves in their position, must take steps to address this inequality. Mechanisms must be promoted to address patriarchal biases and policies must be established to abolish gender inequalities in the workplace. Most importantly, a free space for dialogue should be created where employees can speak about discriminations they face while working in an organization. Mechanisms must be promoted to address patriarchal biases and policies must be established to abolish gender inequalities in the workplace. The term "work" should be redefined with the concept of equality forming the bedrock on which organizations are created. Informal cultural norms need to be constantly reexamined, helping India move towards its goal of being an equal, holistic workplace for members of all genders.

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India presents a unique set of challenges that are rooted in diverse cultural, religious and social stereotypes, and collective action must be directed towards establishing parity in gender roles and women in the workplace. India's women and girls have the capability to be powerful community leaders, and the onus of change lies on every one of us. Gender inequality is a real issue that grips modern India and our quest to establish a truly equal society must pick up pace. Oxfam India has partnered with Global Citizen India, a social action platform that comprises a distinctive mix of events, grassroots activism, media campaigning and online activation, to catalyze India's 15-year journey towards achieving the Sustainable Development Goals, and to bring about the end of extreme poverty. With Global Citizen India, Oxfam India believes that gender inequality is a key barrier to India's development and is committed to motivating young Indians to address critical challenges through collective action. More than 600,000 young Indians have already taken action on the Global Citizen India platform on issues such as women's safety in cities and rural communities, aiming to drive a perception change about the role a woman plays at home and at work.

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Reasons for gender inequality in work place & how it happens Women have never been in a stronger position to lead, change and shape the economic, social and political landscape. The 21st century has seen a dramatic shift in "traditional" family dynamics and greater recognition of gender in legislation has helped pull apart gender-role divisions. As a result, women are far more economically independent and socially autonomous, representing 42% of the UK workforce and 55% of university graduates. Yet women are still less likely than men to be associated with leadership positions in the UK: they account for 22% of MPs and peers, 20% of university professors, 6.1% of FTSE 100 executive positions, and 3% of board chairpersons. This stark inequality is consistently reflected in pay gaps, despite the introduction of the Equal Pay Act in 1975. Income inequality has risen faster in the UK than any other OCED country and today women earn on average £140,000 less than men over their working careers. In recent reports 2.8 million unemployed women said that they want to find employment, and nine out of 10 people want to see men and women equally represented in leadership positions. If the intention to change is there, and basic social and political frameworks support women in the workforce, then we need to look beyond facts and figures to establish what other factors contribute to the gaping hole in gender equality. While statistics offer insights into current patterns and behavior’s, they do not address why the skills and talents of women are not being fully utilized. A relatively neglected factor is the role of stereotypes, reinforced by social and cultural norms, which underline certain expectations about gender. Decades of research has shown that stereotypes about men and women have a huge impact on our beliefs about how they should (or should not) behave. Consequently, gender stereotypes reinforce social status and gender hierarchies: for example, surveys and experiments show that women are generally perceived as more "communal" and "loyal", whereas men are described more as "protectors" and "competent". Of course, not everyone subscribes to these stereotypes, but there is evidence that men and women who behave in ways that contrast with these traditional stereotypes – such as career women or stay-at-home dads – are likely to be evaluated negatively by others. A lifetime of exposure to what women should be, how they should behave and who they should represent drives and reinforces unconscious and unseen biases Unconscious bias is particularly important as it arises from the implicit assumptions and unspoken attitudes, beliefs and expectations that we all have about others. Study after study has highlighted that both men and women have unconscious gender biases. For example, people view men as more capable leaders, men are rewarded more highly than women – just having a male name is more likely to get you the job. If you are a mother, your chances of getting the job are reduced by 70%. Overcoming stereotypes and unconscious bias can only be achieved if we are all willing to address our own immediate judgments and can put in place practices and procedures to mitigate their potential effects. When we pair the psychological evidence with the economic facts, the argument for gender equality is overwhelming. Research consistently shows that groups perform to a higher standard if the gender balance is even, or when women outnumber men. For example, Catalyst research found that companies with high-level female representation on boards significantly outperformed those with sustained low representation by 84% on return on sales, 60% on return on invested capital, and 46% on return on equity. The Women's 17

Business Council predicts that we could add 10% (that is over £150bn) to our GDP by 2030 if all the women that wanted to work were employed.

In the long-term encouraging women to participate in the labour market is vital to ensure economic growth at both micro and macro level. As we face an increasingly ageing population and the resulting shortage of skilled workers, it is fundamental that we also depend on high female employment and high wage returns in order to manage the skills deficit. We are taking bigger and bigger steps towards providing more flexible workplaces, better parental leave policies and more chances for women to get back into the workplace. But these opportunities are wasted if our stereotypes and biases distort the way we evaluate others, and often to their disadvantage.

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Causes & Effects Gender inequality in the workplace is one of the burning and evergreen issues found in our society along with other discrimination. Everyone boasts about giving equal rights to men and women, but only in terms of advice and preaching to others. However, are we really following this practically? So far, women have been fighting for their rights only in some places. They have been getting pretty good education and have proven themselves that they are capable of standing equally with men. But human mentality is quite different, and this age-old perception that women are weak and cannot be equal to men is not going away that soon. Gender discrimination goes way down below expected range when it comes to work place. Though, women perform better than men at many situations in workplace, they still lack proper support from men. When it comes to challenging jobs or anything worth great credit, women are always ignored and downsized in the work place. This has become a human tendency from very long time. This gender inequality in the workplace has led to serious consequences in the society. Gender pay gap always exists in the pay role all over the world. Read this business case to understand more about gender discrimination. Gender discrimination in the workplace might happen right during the hiring process when men are hired rather than women for specific job positions. It also might vary from harassment to pay to raise. Causes of gender inequality in the workplace: Some issues may be related to getting raises, better performance, better ranking system, etc. Hence, politics plays a key role in pulling down women and bring about this gender discrimination in the workplace. Men might be jealous of women, so they are more concentrating on how-to pull-down women than trying to improve their skill set to come up in the profession by doing better performance. Women are also responsible for maintaining their families along with work. They will definitely expect certain amount of flexibility in their job. This may not be supported at all in most of the workplaces, thus women will have to face serious setback on their job front. This is one of the causes of gender inequality in the workplace that woman has to balance both professional and personal front.

Effects of gender discrimination in the workplace: It has been age old belief in our culture that women are weak and fit to be sitting at home, nurturing children, etc. This is the greatest prejudice in our society. Moreover, businesses and office environment is nothing less for women. Productivity may be low when there is lot of partiality. Women are always beaten (not physically) but professionally, and men concentrate more on how to pull down other female colleagues than trying to climb the ladder themselves. Also, when a woman is hurt emotionally, the motivation and morale is highly reduced. This is very bad for any work environment. Therefore, they shall not be able to perform well at their job, that makes productivity lower. Promotions for women employees are also hindered when there are so much of gender inequality in the workplace. The effects of this may not seem very serious on the first hand, but they will gradually effect both professional and personal life, thus harming a lady’s morale 19

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Prevention of gender inequality in work place Gender inequality is found in varying degrees in most societies around the world, and the United States is no exception. Just as racial/ethnic stereotyping and prejudice underlie racial/ethnic inequality, so do stereotypes and false beliefs underlie gender inequality. Although these stereotypes and beliefs have weakened considerably since the 1970s thanks in large part to the contemporary women’s movement, they obviously persist and hamper efforts to achieve full gender equality. A sociological perspective reminds us that gender inequality stems from a complex mixture of cultural and structural factors that must be addressed if gender inequality is to be reduced further than it already has been since the 1970s. Despite changes during this period, children are still socialized from birth into traditional notions of femininity and masculinity, and gender-based stereotyping incorporating these notions still continues. Although people should certainly be free to pursue whatever family and career responsibilities they desire, socialization and stereotyping still combine to limit the ability of girls and boys and women and men alike to imagine less traditional possibilities. Meanwhile, structural obstacles in the workplace and elsewhere continue to keep women in a subordinate social and economic status relative to men. To reduce gender inequality, then, a sociological perspective suggests various policies and measures to address the cultural and structural factors that help produce gender inequality. These steps might include, but are not limited to, the following: 1. Reduce socialization by parents and other adults of girls and boys into traditional gender roles. 2. Confront gender stereotyping by the popular and news media. 3. Increase public consciousness of the reasons for, extent of, and consequences of rape and sexual assault, sexual harassment, and pornography. 4. Increase enforcement of existing laws against gender-based employment discrimination and against sexual harassment. 5. Increase funding of rape-crisis centers and other services for girls and women who have been raped and/or sexually assaulted. 6. Increase government funding of high-quality day-care options to enable parents, and especially mothers, to work outside the home if they so desire, and to do so without fear that their finances or their children’s well-being will be compromised. 7. Increase mentorship and other efforts to boost the number of women in traditionally male occupations and in positions of political leadership. As we consider how best to reduce gender inequality, the impact of the contemporary women’s movement must be neither forgotten nor underestimated. Since it began in the late 1960s, the women’s movement has generated important advances for women in almost every sphere of life. Brave women (and some men) challenged the status quo by calling attention to gender inequality in the workplace, education, and elsewhere, and they brought rape and sexual assault, sexual harassment, and domestic violence into the national consciousness. For gender inequality to continue to be reduced, it is essential that a strong women’s movement continue to remind us of the sexism that still persists in American society and the rest of the world. 21

Reducing Rape and Sexual Assault As we have seen, gender inequality also manifests itself in the form of violence against women. A sociological perspective tells us that cultural myths and economic and gender inequality help lead to rape, and that the rape problem goes far beyond a few psychopathic men who rape women. A sociological perspective thus tells us that our society cannot just stop at doing something about these men. Instead it must make more far-reaching changes by changing people’s beliefs about rape and by making every effort to reduce poverty and to empower women. Sexual violence in women’s lives: Findings from the women’s safety project, a community-based survey. Violence Against Women, 1, 6–31. observed, a sociological perspective on rape “means calling into question the organization of sexual inequality in our society.” Aside from this fundamental change, other remedies, such as additional and better funded rape-crisis centers, would help women who experience rape and sexual assault. Yet even here women of color face an additional barrier. Because the antirape movement was begun by white, middle-class feminists, the rape-crisis centers they founded tended to be near where they live, such as college campuses, and not in the areas where women of color live, such as inner cities and Native American reservations. This meant that women of color who experienced sexual violence lacked the kinds of help available to their white, middle-class counterparts (Matthews, 1989), Matthews, N. A. (1989). Surmounting a legacy: The expansion of racial diversity in a local anti-rape movement.

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KE Y T A KE AW A YS

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Certain government efforts, including increased financial support for child care, should help reduce gender inequality.

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If gender inequality lessens, rape and sexual assault should decrease as well.

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Legislation (Workplace Gender Equality Act 2012)

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The Workplace Gender Equality Act 2012 (Act) replaced the Equal Opportunity for Women in the Workplace Act 1999. The strengthened legislation aims to improve and promote equality for both women and men in the workplace. The principle objects of the Act are to: Promote and improve gender equality (including equal remuneration between women and men) in employment and in the workplace Support employers to remove barriers to the full and equal participation of women in the workforce, in recognition of the disadvantaged position of women in relation to employment matters Promote, amongst employers, the elimination of discrimination on the basis of gender in relation to employment matters (including in relation to family and caring responsibilities) Foster workplace consultation between employers and employees on issues concerning gender equality in employment and in the workplace Improve the productivity and competitiveness of Australian business through the advancement of gender equality in employment and in the workplace. The Workplace Gender Equality Act 2012 requires non-public sector employers with 100 or more staff (relevant employers) to submit a report to the Workplace Gender Equality Agency between 1 April and 31 May each year for the preceding 12-month period (1 April – 31 March reporting period). Links to the Act on the Australian Government ComLaw website can be found below.    

Workplace Gender Equality Act 2012 Workplace Gender Equality (Matter in relation to Gender Equality Indicators) Instrument 2013 (No. 1) Legislative Instrument Explanatory Statement Workplace Gender Equality (Minimum Standards) Instrument 2014

Workplace Gender Equality Act 2012 No. 91, 1986 Compilation No. 18 Compilation date:

25 March 2015

Includes amendments up to: Registered: About this compilation This compilation

Act No. 5, 2015 25 March 2015

This is a compilation of the Workplace Gender Equality Act 2012 that shows the text of the law as amended and in force on 25 March 2015 (the compilation date). This compilation was prepared on 25 March 2015. The notes at the end of this compilation (the endnotes) include information about amending laws and the amendment history of provisions of the compiled law.

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Uncommenced amendmentsThe effect of uncommenced amendments is not shown in the text of the compiled law. Any uncommenced amendments affecting the law are accessible on ComLaw (www.comlaw.gov.au). The details of amendments made up to, but not commenced at, the compilation date are underlined in the endnotes. For more information on any uncommenced amendments, see the series page on ComLaw for the compiled law. Application, saving and transitional provisions for provisions and amendmentsIf the operation of a provision or amendment of the compiled law is affected by an application, saving or transitional provision that is not included in this compilation, details are included in the endnotes. ModificationsIf the compiled law is modified by another law, the compiled law operates as modified but the modification does not amend the text of the law. Accordingly, this compilation does not show the text of the compiled law as modified. For more information on any modifications, see the series page on ComLaw for the compiled law. Self-repealing provisionsIf a provision of the compiled law has been repealed in accordance with a provision of the law, details are included in the endnotes. Workplace Gender Equality (Matters in relation to Gender Equality Indicators) Instrument 2013 (No. 1) as amended made under subsections 3(1A) and 13(3) of the Workplace Gender Equality Act 2012 Compilation start date:

1 April 2015

Includes amendments up to:

Workplace Gender Equality (Matters in relation to Gender Equality Indicators) Amendment Instrument 2015

About this compilation This is a compilation of the Workplace Gender Equality (Matters in relation to Gender Equality Indicators) Instrument 2013 (No. 1) as in force on 1 April 2015. It includes any commenced amendment affecting the legislation to that date. This compilation was prepared on 30 March 2015. The notes at the end of this compilation (the endnotes) include information about amending laws and the amendment history of each amended provision. Uncommenced amendments The effect of uncommenced amendments is not reflected in the text of the compiled law but the text of the amendments is included in the endnotes. Application, saving and transitional provisions for provisions and amendments If the operation of a provision or amendment is affected by an application, saving or 25

transitional provision that is not included in this compilation, details are included in the endnotes. Modifications If a provision of the compiled law is affected by a modification that is in force, details are included in the endnotes. Provisions ceasing to have effect If a provision of the compiled law has expired or otherwise ceased to have effect in accordance with a provision of the law, details are included in the endnotes.

EXPLANATORY STATEMENT Workplace Gender Equality (Matters in relation to Gender Equality Indicators) Instrument 2013 SUMMARY THE Workplace Gender Equality (Matters in relation to Gender Equality Indicators) Instrument 2013 (No. 1) (the Instrument) is made by the Minister for Community Services, the Minister for Indigenous Employment and Economic Development and the Minister for the Status of Women. The purpose of the Instrument is to provide a reporting framework in relation to gender equality indicators for relevant employers. BACKGROUND the instrument is made under subsections 13(3) and 3(1a) of the workplace gender equality act 2012 (the act). subsection 13(3) provides that the minister must, by legislative instrument, specify matters in relation to each gender equality indicator. subsection 3(1a) provides that the minister may, by legislative instrument, specify matters for the purposes of subparagraph (f) of the definition of gender equality indicators in subsection 3(1) of the act. subparagraph (f) of the definition of gender equality indicators in subsection 3(1) of the act states that gender equality indicators mean any other matter that is specified in an instrument under subsection 3(1a) of the act. a relevant employer must prepare a written public report containing information relating to the employer and to the gender equality indicators for each reporting period. in specifying matters under the gender equality indicators, the intention is to establish a long-term data set to provide evidence-based insight at the workplace and industry level. reporting is intended to provide employers with the information to better understand the gender equality characteristics of their workplaces and is intended to encourage measures that improve gender equality outcomes. information obtained from reporting in relation to each gender equality indicator is expected to be valuable for employers and, at the aggregate level, to inform policy development and provide an improved understanding of the experiences of women and men in Australian workplaces. the gender equality indicators, listed in paragraphs (a), (b), (c), (d) and (e) of the definition of gender equality indicators in subsection 3(1) of the act, were developed to reflect the most pressing contemporary challenges and circumstances in relation to gender equality in Australian workplaces. 26

paragraph (f) of the definition of ‘gender equality indicators’ in subsection 3(1) of the act enables the minister to, by legislative instrument, specify any other matters to be identified as a gender equality indicator. Workplace Gender Equality (Minimum Standards) Instrument 2014 Workplace Gender Equality Act 2012 I, ERIC ABETZ, Minister for Employment, make the following instrument under subsection 19(1) of the Workplace Gender Equality Act 2012. Dated 26th March 2014 ERIC ABETZ Minister for Employment 1

Name of instrument This instrument is the Workplace Gender Equality (Minimum Standards) Instrument 2014.

2

Commencement This instrument commences on the day after it is registered.

3

Authority This instrument is made under subsection 19(1) of the Workplace Gender Equality Act 2012.

4

Definitions In this instrument: Act means the Workplace Gender Equality Act 2012. Employer means a relevant employer that is the employer of 500 or more employees in Australia. Note: relevant employer is defined by subsection 3(1) of the Act. Unless words are defined to the contrary in the definitions they have the same meaning as the Act.

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Minimum Standards (1) The minimum standards set by subsection 5(3) apply in relation to an Employer for the reporting period commencing 1 April 2015 and each subsequent reporting period. (2) In relation to the reporting period commencing on 1 April 2014, the minimum standards set by subsection 5(3) apply to an Employer for the period 1 October 2014 to 31 March 2015. (3) For subsection 19(1) of the Act, the following minimum standards are set: (a) Employers must have in place policies or strategies to support one or more of the gender equality indicators specified in column 1 of the 27

following table; and (b) the policies or strategies put in place for paragraph 5(3)(a) must aim to achieve the particular objective for a gender equality indicator specified in the corresponding column 2 of the table.

Item

Column 1 Gender equality indicator

Column 2 Objective

1

Gender composition of the workforce

Supporting gender equality in the Employer’s workplace

2

Equal remuneration between women and men

In relation to employees of the Employer, equal remuneration between women and men

3

Availability and utility of employment terms, conditions and practices relating to flexible working arrangements for employees and to working arrangements supporting employees with family or caring responsibilities Sex-based harassment and discrimination

Flexible working arrangements for employees of the Employer

4

5

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with caring responsibilities

Sex-based harassment and discrimination prevention in the Employer’s workplace

Types of gender inequality in work place 93% of workplace deaths (fatal occupational injuries) in the US between 1980 and 1997 were men (97,053 deaths). The male fatality rate (8.6 per 100,000 workers) was 11 times greater than the female death rate of the 1980-97 time range (0.8). This accounts for the other 7% of work place deaths (6,886 deaths). Income disparities linked to job stratification Main article: Gender pay gap The gender pay gap is the average difference between men's and women's aggregate wages or salaries. The gap is due to a variety of factors, including differences in education choices, differences in preferred job and industry, differences in the types of positions held by men and women, differences in the type of jobs men typically go into as opposed to women (especially highly paid high risk jobs), differences in amount of work experiences, difference in length of the work week, and breaks in employment. These factors resolve 60% to 75% of the pay gap, depending on the source. Various explanations for the remaining 25% to 40% have been suggested, including women's lower willingness and ability to negotiate salaries and sexual discrimination. According to the European Commission direct discrimination only explains a small part of gender wage differences. In the United States, the average female's unadjusted annual salary has been cited as 82% of that of the average male. However, multiple studies from OECD, AAUW, and the US Department of Labor have found that pay rates between males and females varied by 5– 6.6% or, females earning 94 cents to every dollar earned by their male counterparts, when wages were adjusted to different individual choices made by male and female workers in college major, occupation, working hours, and maternal/paternal leave. The remaining 6% of the gap has been speculated to originate from deficiency in salary negotiating skills and sexual discrimination. Human capital theories refer to the education, knowledge, training, experience, or skill of a person which makes them potentially valuable to an employer. This has historically been understood as a cause of the gendered wage gap but is no longer a predominant cause as women and men in certain occupations tend to have similar education levels or other credentials. Even when such characteristics of jobs and workers are controlled for, the presence of women within a certain occupation leads to lower wages. This earnings discrimination is considered to be a part of pollution theory. This theory suggests that jobs which are predominated by women offer lower wages than do jobs simply because of the presence of women within the occupation. As women enter an occupation, this reduces the amount of prestige associated with the job and men subsequently leave these occupations. The entering of women into specific occupations suggests that less competent workers have begun to be hired or that the occupation is becoming deskilled. Men are reluctant to enter female- dominated occupations because of this and similarly resist the entrance of women into male- dominated occupations. The gendered income disparity can also be attributed in part to occupational segregation, where groups of people are distributed across occupations according to ascribed

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characteristics; in this case, gender. Occupational gender segregation can be understood[who?] to contain two components or dimensions; horizontal segregation and vertical segregation. With horizontal segregation, occupational sex segregation occurs as men and women are thought to possess different physical, emotional, and mental capabilities. These different capabilities make the genders vary in the types of jobs they are suited for. This can be specifically viewed with the gendered division between manual and nonmanual labor. With vertical segregation, occupational sex segregation occurs as occupations are stratified according to the power, authority, income, and prestige associated with the occupation and women are excluded from holding such jobs. As women entered the workforce in larger numbers since the 1960s, occupations have become segregated based on the amount femininity or masculinity presupposed to be associated with each occupation.[citation needed] Census data suggests that while some occupations have become more gender integrated (mail carriers, bartenders, bus drivers, and real estate agents), occupations including teachers, nurses, secretaries, and librarians have become female-dominated while occupations including architects, electrical engineers, and airplane pilots remain predominately male in composition. Based on the census data, women occupy the service sector jobs at higher rates than men. Women’s overrepresentation in service sector jobs, as opposed to jobs that require managerial work acts as a reinforcement of women and men into traditional gender roles that causes gender inequality.

Median weekly earnings of full-time wage and salary workers, by sex, race, and ethnicity, U.S., 2009. “The gender wage gap is an indicator of women’s earnings compared with men’s. It is figured by dividing the average annual earnings for women by the average annual earnings for men.” (Higgins et al., 2014) Scholars disagree about how much of the male-female wage gap depends on factors such as experience, education, occupation, and other job-relevant characteristics. Sociologist Douglas Massey found that 41% remains unexplained, while CONSAD analysts found that these factors explain between 65.1 and 76.4 percent of the raw wage gap. CONSAD also noted that other factors such as benefits, and overtime explain "additional portions of the raw gender wage gap". The glass ceiling effect is also considered a possible contributor to the gender wage gap or income disparity. This effect suggests that gender provides significant disadvantages towards the top of job hierarchies which become worse as a person’s career goes on. The term glass ceiling implies that invisible or artificial barriers exist which prevent women from advancing within their jobs or receiving promotions. These barriers exist in spite of the achievements or qualifications of the women and still exist when other characteristics that are job-relevant such as experience, education, and abilities are controlled for. The inequality effects of the glass ceiling are more prevalent within higher-powered or 30

higher income occupations, with fewer women holding these types of occupations. The glass ceiling effect also indicates the limited chances of women for income raises and promotion or advancement to more prestigious positions or jobs. As women are prevented by these artificial barriers, from either receiving job promotions or income raises, the effects of the inequality of the glass ceiling increase over the course of a woman’s career. Statistical discrimination is also cited as a cause for income disparities and gendered inequality in the workplace. Statistical discrimination indicates the likelihood of employers to deny women access to certain occupational tracks because women are more likely than men to leave their job or the labor force when they become married or pregnant. Women are instead given positions that dead-end or jobs that have very little mobility. In Third World countries such as the Dominican Republic, female entrepreneurs are statistically more prone to failure in business. In the event of a business failure women often return to their domestic lifestyle despite the absence of income. On the other hand, men tend to search for other employment as the household is not a priority. The gender earnings ratio suggests that there has been an increase in women’s earnings comparative to men. Men’s plateau in earnings began after the 1970s, allowing for the increase in women’s wages to close the ratio between incomes. Despite the smaller ratio between men and women’s wages, disparity still exists. Census[38] data suggests that women’s earnings are 71 percent of men's earnings in 1999. The gendered wage gap varies in its width among different races. Whites comparatively have the greatest wage gap between the genders. With whites, women earn 78% of the wages that white men do. With African Americans, women earn 90% of the wages that African American men do. There are some exceptions where women earn more than men: According to a survey on gender pay inequality by the International Trade Union Confederation, female workers in the Gulf state of Bahrain earn 40 percent more than male workers. In 2018, a report by the International Labor Organization (ILO) reveals the wage gap between Cambodian women factory workers and other male counterparts. There was a $32 USD monthly pay difference conveying that women have a much lower power and being devalued not only at home but also in the workplace. Professional education and careers The gender gap also appeared to narrow considerably beginning in the mid-1960s. Where some 5% of first-year students in professional programs were female in 1965, by 1985 this number had jumped to 40% in law and medicine, and over 30% in dentistry and business school. Before the highly effective birth control pill was available, women planning professional careers, which required a long-term, expensive commitment had to "pay the penalty of abstinence or cope with considerable uncertainty regarding pregnancy. “This control over their reproductive decisions allowed women to more easily make long-term decisions about their education and professional opportunities. Women are highly underrepresented on boards of directors and in senior positions in the private sector. Additionally, with reliable birth control, young men and women had more reason to delay marriage. This meant that the marriage market available to any women who "delay[ed] 31

marriage to pursue a career... would not be as depleted. Thus, the Pill could have influenced women's careers, college majors, professional degrees, and the age at marriage." Studies on sexism in science and technology fields have produced conflicting results. Corinne et al. found that science faculty of both sexes rated a male applicant as significantly more competent and hireable than an identical female applicant. These participants also selected a higher starting salary and offered more career mentoring to the male applicant Williams and Ceci, however, found that science and technology faculty of both sexes "preferred female applicants 2:1 over identically qualified males with matching lifestyles" for tenure-track positions. Studies show parents are more likely to expect their sons, rather than their daughters, to work in a science, technology, engineering or mathematics field – even when their 15-year-old boys and girls perform at the same level in mathematics. A survey by the U.K. Office for National Statistics in 2016 showed that in the health sector 56% of roles are held by women, while in teaching it is 68%. However, equality is less evident in other area; only 30% of M.P.'s are women and only 32% of finance and investment analysts. In the natural and social sciences 43% of employees are women, and in the environmental sector 42%. Customer preference studies A 2010 study conducted by David R. Hekman and colleagues found that customers who viewed videos featuring a black male, a white female, or a white male actor playing the role of an employee helping a customer were 19 percent more satisfied with the white male employee's performance. This discrepancy with race can be found as early as 1947, when Kenneth Clark conducted a study in which black children were asked to choose between white and black dolls. White male dolls were the ones children preferred to play with. Gender pay differences in the medical field Although the disparities between men and women are decreasing in the medical field, gender inequalities still exist as social problems. From 1999 to 2008, recently qualified female doctors in the US made almost $170,000,000 less than their male counterparts. The pay discrepancy could not be explained by specialty choice, practice setting, work hours, or other characteristics. A case study carried out on Swedish medical doctors showed that the gender wage gap among physicians was greater in 2007 than in 1975

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Myths of gender inequality in work place Workplace Issues: Is Gender Equality In The Workplace In Fact A Myth? Gender inequality in the workplace seems to be an everlasting problem that can’t be completely solved, in spite of all the effort. It is not a rare thing to witness or experience some discrimination while at work if you are a woman. In order to achieve equality, there should be no difference in addressing, opportunity to progress, nor in work distribution, benefits and salaries, regardless of whether you are a woman or a man. Improvement In Recent Years? Even if gender equality is a sensitive issue mentioned now and then, and even if in the past decades there have been improvements when this issue is concerned, there are still people with prejudice. If you think that this is nonsense and that men and women are treated equally, that both have the same rights and that both are given a chance to achieve their own success, think about this: how come that new statistics and analysis show that women who graduated university and are employed earn up to 2.500 $ less than the men with the same working position and the same education? And these differences in salaries are still present. This is called wage discrimination, or the gender pay gap, and these terms are unfortunately developed due to this inequality problem between the sexes in the workplace. Main Problems All of this starts with the attitude of the employer. Business people often choose what’s best for their work, and a woman who is likely to be dedicated to her family is not a good choice for a business person who wants to progress. What they might not be aware of is that this will actually impact their business in a completely different way. There is no need for terms such as “glass ceiling” and “pink collar employees” – what is needed at any workplace is equality among sexes – equal salaries for the same amount of work done, equal participation in all activities related to work and strict rules forbidding discrimination of any kind at the workplace. There is also another problem when discrimination at work is concerned and that is a scenario in which the employers are choosing the right person for a certain working position – not only that some of them tend to objectify women and employ them because of all the wrong motives, but others aren’t even going to consider employing women. This is because some people divide occupations into male and female jobs and this is precisely why it is not such a common thing to see a woman employed in a “maledominated” industry. Why Is Gender Inequality Bad For The Employer?

There are several reasons why gender inequality can affect the development of your business and these reasons show why one should avoid inequality business-wise, and not because of righteousness or justice. Firstly, it is widely known that women care about education more than men – sorry guys but these are the statistics, and because of that, they are often more experienced and can be equally good if not even better than some male employees. So, as an employer who doesn’t promote equality, you are likely to miss such a good employee. Some

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recent analysis showed that companies who have an equal number of men and women employees tend to be more successful and better organized due to the perfect mix of all the necessary skills and knowledge. You, Affected Ones, What Can You Do?

Search for better employers who promote gender equality at work. It is hard to try and influence someone’s opinion, especially if they are your superior. If you are feeling threatened in any way, quit the job. There is no need to stay surrounded by people who are not going to appreciate your efforts. On the other hand, if you were unfortunate enough to experience some harassment or mistreatment, there is no need to cover your employer or work colleagues. According to some previous work from David King, the percent of women who went from being verbally abused to sexually harassed at work is higher in cases where those women kept it all a secret. If you are a professional, no matter the gender, your rights as an employee and your rights as a human being shouldn’t be denied – you have every right to demand them. People should be aware that these things still happen and only awareness and action against these horrible deeds can make improvement when gender inequality is concerned.

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Gender inequality in work place in statistic

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Role of NGO in gender inequality in work place NGO Participation The active participation of non-governmental organizations (NGOs) is a critical element in the work of the Commission on the Status of Women (CSW). NGOs have been influential in shaping the current global policy framework on women’s empowerment and gender equality: the Beijing Declaration and Platform for Action. They continue to play an important role in holding international and national leaders accountable for the commitments they made in the Platform for Action. UN Women facilitates the participation of NGOs in sessions of the CSW. NGOs that are accredited to and in good standing with the United Nations Economic and Social Council (ECOSOC) may designate representatives to attend the annual sessions of the CSW. The number of representatives who can attend open official meetings can be contingent on the availability of space.    

Eligibility Registration and grounds pass collection Opportunities for NGOs to address the Commission NGO advisories

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Gender inequality in work place (still a big challenge) A man has a role to play in changing workplace cultures to everyone’s advantage, not just women’s. Despite a decades-long push by scholars, activists, politicians, and business leaders, women remain underrepresented at every level in corporate America. According to findings from a study by leanin.org and Mckinsey & co., released last month and covering 118 companies and nearly 30,000 employees, a wide range of diversity policies and programs hasn’t moved the needle. We need to try something new. Changing the culture It’s clearer now than ever that addressing the gender problem only through corporate initiatives isn’t enough. In 2013, a pew research center studyshowed that not only do millennial women earn degrees at higher rates than men (whose workforce participation rates have been dropping with each generation) and are more likely to work in managerial roles, they also enter the workforce at near pay parity with men. Yet despite these improving demographics, women are still getting left behind. Despite . . . Improving demographics, women are still getting left behind. What are we doing wrong? There are likely a number of factors, but misallocated effort is one of them. Our focus should be less on protecting women through specialized programs and more on changing workplace cultures to everyone’s advantage. That’s where men come in. Since men currently occupy 83% of c-suite positions, 77% of svp positions, 73% of vp level positions, and 63% of manager level positions–according to the same leanin/mckinsey study–not much can be accomplished without engaging those male business leaders. Here are three strategies for persuading professional men to take on issues of women’s advancement in the workplace as their own. Show how diversity benefits everyone In principle, most men support gender equality at work. The researchers found that some 70% of men believe gender diversity is important. However, only 12% believe women have fewer opportunities than men at work. That’s a serious disconnect, but it isn’t so hard to account for, especially as men watch their female coworkers opt out of opportunities. For instance, the gap between men and women who strive for promotions widens with each step towards senior management. At the entry level, 39% of women and 47% of men in the leanin/mckinsey study said they want to be

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promoted, while at the senior levels, those figures are 60% and 72%, respectively. A gap of eight percentage points widening to 12 might not seem staggering, but when you recall how few women actually make it to upper management, the ambition shortfall is considerable. You might therefore assume that women’s underrepresentation in leadership positions has less to do with the workplace failing women than with women rejecting leadership. But that isn’t entirely the case. To be sure, women choose not to compete for those positions for a variety of complex reasons, from discriminatory executive cultures to the detours of parenthood, just to name two. Our focus should be less on protecting women and more on changing workplace cultures to everyone’s advantage. But the numbers point to a culture problem that doesn’t just affect women. For instance, 55% of childless women and 58% of working mothers in the survey cited the stress and pressure of leadership role as their reason for opting out of them. Men aren’t far behind, with 49% and 48%, respectively, in agreement. If the expectations of leadership are unsustainable for so many, it’s clear that a more inclusive and diverse executive culture would benefit just about everyone. Let Men Discuss The Problem Privately What if men were able to have a closed but facilitated conversation about the leadership gaps and workplace issues facing the women in their workplace? In the LeanIn/McKinsey study, 13% of men said they felt it was harder for them to advance because of gender diversity programs. That view might be easy to disagree with, but it’s impossible to ignore. What else would men admit to feeling if they could speak more freely? We first need to be able to express our concerns and biases before we can put them to the test and consider them more objectively. Take Wharton Business School’s gender-equality club for men, Duke Business School’s Male Ambassadors Program, and Stanford Business School’s WIMen. These organizations highlight men’s agency and allow professional men to examine, confront, and take ownership of the problem in their own ways. Research conducted by gender intelligence specialist Barbara Annis points up an important truth: Men and women typically think and act differently and failing to recognize those differences often leads to workplace conflict. When it comes to problem-solving adjustments in the workplace, it’s crucial to give men a chance to offer solutions. 13% of men said they felt it was harder for them to advance because of gender diversity programs. That view might be easy to disagree with, but it’s impossible to ignore. Broaden The Concept Of Effective Leadership Let’s face it. Contemporary workplace culture often associates stereotypically masculine attributes with success. A Catalyst study asked corporate leaders to judge male and female leaders’ effectiveness based on the 10 behaviors commonly associated with leadership, including “taking-care” traits (supporting, collaborating, rewarding, and inspiring) as well as “taking-charge” traits (analyzing, influencing, and delegating). Male respondents believed men to be more effective than women on all of the “taking-charge” traits, and women 39

respondents for the most part agreed. This is in addition to a 2014 Gallup poll that showed that 26% of men and 39% of women still preferred a male boss if they were taking a new job. Until we can break through those biases–among women as well as men–top-down, women’s- only efforts are doomed to fail. Instead, let’s start rethinking what constitutes effective leadership itself. Sure, one way to go about this is to ask for more women leaders. But another way is to support effective male leaders who don’t have conventionally masculine leadership traits. After all, the data suggests it’s both men and women who need to include more stereotypically feminine qualities in their visions of leadership. If we can reimagine leadership as a more collaborative, supportive vocation, those qualities won’t appear so gendered in the first place. And that, hopefully, can start making senior positions appealing and accessible to a much more diverse pool of talent than we’re used to.

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World against gender equality in work place Discussion: Gender Equality in the World of Work. Getting to equal by 2030: Women in the workplace Women make up more than half of the world’s population and half of the world’s potential. Yet, women and girls often lack access to vocational education and skills training. Many also lack the basic functional skills, such as literacy and numeracy, to participate meaningfully in the work force. The effective participation of women in education and training is a particularly powerful tool for alleviating poverty and promoting economic and social empowerment. Skills for employment not only equips women with the competencies they require for specific jobs but allows them to improve their employability and develop their social skills. They also learn to actively participate in civil society and politics. The UN 2030 Sustainable Development Agenda provides, among others, a roadmap for accelerating gender equality and empowering all women and girls. It aims to end discrimination against women, by ensuring equal access to quality technical training and skills development and promoting full and productive employment and decent work for all women and men, and equal pay for work of equal value. Indicators established for each of the sustainable development goals provide the means for tracking and measuring progress.

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Suggestions 1. Increase the Gender Representation On Your Board of Directors Where the board of a company has at least one woman on its board, it is likely to crush the competition. Unlike in the employment context, you can specifically target women for positions on the Board. No discrimination issues. 2. Make Affirmative Efforts to Increase Diversity Of Applicant Pool For Leadership Positions Where there is gender diversity on the senior leadership team, companies outperform their competitors. While we always should hire the most qualified person, we should make sure that we cast a wide net to increase the diversity of the applicant pool. For example, consider circulating to managers resumes without names. This not only will help eliminate unconscious bias relative to gender but also race, religion etc. 3. Decision Making Process Diverse teams should help to ensure that there is not conscious or unconscious gender bias in decision-making. How do you avoid the unconscious? Bring it to conscious awareness through training, discussed below. 4. Education of The Senior Leadership Team (SLT) The SLT need to understand the legal issues associated with gender discrimination. It is not enough simply to reference it generally. Focus also on unconscious bias and how conscious systems can minimize the risk of it. Don’t forget to focus on covert bias, too. 5. The Assignment Process It is important to evaluate critically your organization’s work assignments systems to make sure the work is being distributed fairly and equitably and not based on personal relationships or there is a real risk of “like me” bias. I could go on and on but I won’t, except to say: no system not only produces chaos but also can help create guard rails for a boys’ club. 6. The Money We have a gender gap when it comes to pay. There are fair questions about whether the gap is solely due to gender. But no reasonable person can deny a gap exists and it must be closed. Here are some recommendations for how to do so: 7. The Social Inclusion Social inclusion is a big part of business inclusion. Candidly, I bristle at the term, “social inclusion” because it diminishes its importance. A conscious effort should be made to ensure that social inclusion is, well, inclusive. Not everything needs to take place on a golf course. 8. Work-Life Management Work life management benefits all but, with more women as primary caregivers, it is particularly important in minimizing gender inequality. By way of example only, the focus should be less on face time and more on the bottom line. We need to train managers how to control their control issues. 9. The Evaluation Process In my experience, the evaluation process often benefits men as a result of unconscious bias. We need to evaluate the evaluators! Be careful not to evaluate based on projected confidence rather than actual competence. Focus on the performance, not the person!

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10. Evaluation of Our Leaders Some leaders engage in behaviors that are contrary to gender equality. Make them pay a price on their evaluations and in their compensation. 11. Empowerment of Women We talk a lot about sensitizing leaders. We need to empower women, too. While we always need to be clear that employees can bring a complaint, teach power tactics, too. Excluded from a meeting where you clearly belong? Join the meeting and say something like: “Someone mistakenly left me off the invitation list. Don’t be too hard on them.’ 12. The Men Men must play a role in remedying gender inequality. Women alone cannot resolve it, particularly in organizations where men dominate the power circles. Nor should they. This takes time and effort and it is not fair to expect women to carry this burden alone. Men who are women’s allies sometimes face bias from men and women alike so focus on that, too.

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Conclusion In this century, a woman actively participates in workplace. Many women desire a career and a place in this world. They want to stand on their own two feet, to become selfindependent individuals, independent and free from other individuals. One thing that is clear is that women in all careers are striving to gain equality in die work force today. Through their determination, women now have the ability to break out of the gender roles that were created for them by society. One of the issues that have affected women in the workplace is that of stereotyping of women. Throughout history women have taken the role of housewife, mother, and nurturer. Women are stereotyped to stay at home and take care of the house and children. It has been their job to cook the meals, do the laundry, and manage the children’s school activities. Even today, motherhood is still considered to be die primary role for women. Women who do not take on this role are still thought of as selfish. Women that look to establish careers outside the home, for years, were thought of as being selfish and self-centered. Because women were viewed as homemakers they were often given jobs that were meaningless, and they were not thought of as managers or professionals. Even today, women are not treated the same as men. One area that clearly shows this oppression is the area of equal pay for equal jobs. Another area in which women are at a disadvantage in the workplace is through discrimination. Discrimination can be an uncomfortable situation for the women involved. There are two types of discrimination, indirect and direct. Indirect discrimination might be a women being overlooked for a promotion, or an employee displaying inappropriate sexual material in the workplace. Direct discrimination may include a women being discharged from her employment because she is pregnant, or being excluded from after work group events. Another major area were women have been affected in the workplace is sexual harassment. Sexual harassment is closely linked to sex discrimination. Sexual discrimination forces women into lower paying jobs, and sexual harassment helps keep them there. One tiling is clear, whether the problem is sexual harassment or sexual discrimination the problem continues to exist in the workplace, creating tension that make their jobs more difficult. In the last decade, companies have turned their attention to some of these issues.

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There has been more training and education about women’s issues. Even though there is more corporate training for these issues, this training may not work, but start educating people. Women need to overcome the image that they are sensitive people, which let their emotions control their mind. They need to prove that they can think with their minds and not their hearts when it comes to business. Most people want to correct the unequal treatment of women in the workplace. One method that can be used to support equality would be to introduce federal legislation to guarantee equal pay for equal work. The logistical problems associated with this solution would be great. How would people measure the value of one person’s work to another’s? Who would decide this and how would it be implemented? Our attitudes toward women in the workplace are slowly starting to change. More opportunities are appearing for women workers today than ever before. The unequal treatment of working women will take years to change, but change is occurring. This topic will remain until people treat and pay women equally, based upon their abilities. There have been many remedies introduced into the workplace that have tried to address the injustice toward women in the workplace. Although there have been many improvements for women in the workplace but there are still many inequalities for women when compared to men. Remedies are needed to secure a fair and equal role in the workplace. This change can only fully occur when we change the attitudes of every individual toward women. When we accomplish that then we can finally achieve gender equality in the workplace.

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Bibliography Wikipedia https://en.wikipedia.org/wiki/Gender_inequality https://en.wikipedia.org/wiki/Gender_Inequality_Index https://en.wikipedia.org/wiki/Global_Gender_Gap_Repor t

Google http://hdr.undp.org/en/composite/GII

Research PDF Documents https://eng.stat.gov.tw/public/Data/71228113918IGB4 GCIN.pdf

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