Gender Balance in the Workplace and Increase Employee Engagement

Introduction

The gender gap in employment is a common topic discussed over decades, yet it is being considered as abysmal. Apart from the fact whether they are engaged, it is questionable and vital to verify if women are getting fair chances as men towards career opportunities and progression on same. In global context it has been identified that only 4.8% of Fortune 500 company CEOs consist of women and  22% of the board members of Fortune 500s are women (J Warner, 2018).  There had been many barriers identified at workstations for woman which derives from  color, sexually diverse women, and specially “working mothers” as it hinder level of engagement, achievement and career progression (Wayne C, 2011). Through this assignment the critical factors associated with balancing of gap between genders is being discussed.

In order to decrease the gender inequality and provide opportunities towards more engagement  the followings could be introduced, which have introduced upon perusing books and journal articles.

 

Figure 1.0 :  Important factors towards “Increasing of Gender Equality at workplace”

 

 

(Source : Derived on : Eden K; 2011)

 

1.   Sealing the pay gap:

     It is a known fact that the salaries being paid to women are less then men. It is reported that the woman are being paid  Approximately 23% lesser when compared to the salaries paid to men in global context (Bernhardt, 2019). The same has been identified through the wage audits conducted globally. Companies should be transparent with regard to wage payments and any discrepancies found in inconsistencies in pay due to gender gap have to be addressed, which in return will positively effect employee engagement. At project Uma Oya, for office staff , provision has been provided towards joining the company if they possess relevant qualifications and experience. 

2.    Creating flexible work schedules: It has been stated that “the pinnacle of efficiency, is a working mother” (Eden K, 2011), where it is identified that woman are engaged in waking  up early, preparing meals, get kids prepared for school, looking after grocery and home essentials, looking after all household commitments are met on time, and on top of that   reporting to work, and returning home for another tight evening schedule which will last most probably late night which again includes a series of activities including helping children with homework, feeding them and putting them to sleep. In order for them to  productivity involve with office activities it is with utmost importance that they should be offered with flexible working hours (Eden K, 2011). At project Uma Oya, flexibility has been offered for employees and importantly they should complete a eight hour shift as per their convenience. Moreover for mothers with feeding infants below two years , an hour’s relaxation has been considered. This has been identified as a curtail factor towards increasing women employees being engaged in work.  

3. Make productive meeting with woman involvement: It has been identified that certain organizations conduct morning meetings, starting very early in the day, where the participation of woman had been lessen. This is due to the fact that they have many commitments in the morning and may not be able to be present at meetings. The “woman’s voice” has to be considered with importance, as they too equally perform duties towards the company progression (Farrel, 2002). Uma Oya project is generally conducting meetings at convenience times for everyone, usually during afternoon , where everybody could get involved , even female employees. 

 

4. Provide Support when performing duties: It is  stated that woman have to be provided with needed infrastructure towards performing their duties. They should be allocated with private spaces ( specially during breast-feeding time) , and allow them to participate in school programs, parent meetings and assign them to close by work stations if whenever possible towards checking on babies (Susan Hanson, 2005). While recruiting woman employees project Uma Oya had been keen on identifying the convenience in traveling to project sites, especially with regard to woman employees. 

5. Give equal chance when recruiting : It has been noted that organizations prefer to offer jobs to male employees than female employees (Radford, 1998). This argument cannot be treated incorrect , as women employees may not be suitable for working inside tunnel construction activities as in project Uma Oya, where there are long underground working shifts, and physical requirements of women employees. However as a norm concentration has to be made while recruiting and see how the women are talented, and how they can deploy to the organization and critically peruse the practices and be strategic about bringing women on board in order to provide them with optimum convenience in performing duties towards gaining maximum engagement in performing duties.

6. Advancement of women: The company should have a clear sexual harassment policy in place where women should have free access towards reporting and nature of  sexual harassment or aggressions. In any scenario of such nature women (and even men) should have access to a forum towards discussing openly. This is essential towards employment engagement as they should know “whom” to inform in such a scenario.  Women voice has to be heard at meetings (Robert C, 2013).The project Uma Oya has laid down policies and procedures which are transparent, and a whistle blowing policy has been introduced, where anyone can raise any concern of this nature to the management.

 
 

References;

Bernhardt, S. B. (2019). Gender Inequality and the Potential for Change in Technology Fields. Hershey: IGI Global.

Eden K, J. L. (2011). How Women Can Make it Work: The Science of Success. Calafonia: Preager.

Farrel, P. (2002). The 10 Best Decisions a Woman Can Make. Oregon: Harvest House Publishers .

J Warner, N. E. (2018, November 20). americanprogress.org. Retrieved December 3, 2020, from americanprogress.org:https://www.americanprogress.org/issues/women/reports/2018/11/20/461273/womens-leadership-gap-2/

Radford, J. (1998). Gender and Choice in Education and Occupation. London : Routledge.

Robert C, A. A. (2013). Women and Sexual Harassment. London: Routledge.

Susan Hanson, G. P. (2005). Gender, Work and Space. London: Routledge.

Wayne C, J. B. (2011). HR Strategies for Employee Engagement. New Jersey: Pearson Education.