Transcript Problems and Challenges Facing Women And Minorities in the
Problems and Challenges Facing Women And Minorities in the Workplace
By: Ana Rubel, Jamie Reek, Tryshan L. Ravenell, Kenyatte Morgan & Willette Marchany
Management issue
Problems and challenges facing women/minorities in executive positions remain a critical issue in today’s corporate world. Women and minorities are held back in their pursuit to climb up to the corporate ladder. The discrepancies regarding women and minorities seeking executive positions are discussed and the efforts to end discrimination.
Root of the problem
Women and minorities inequality issues regarding executive salary pay have their roots in socio-cultural views and perceptions that have prevailed even after years of struggle to gain equal rights within the workforce. These socio-cultural aspects or factors are bias in performance evaluation (gender and ethnic prejudices), the tendency to collocate women and minorities in slots that are usually oriented to female and minority groups or markets, and the discrimination evidenced by lower pay and the wage gap.
Bias in performance evaluation
Women are considered and evaluated differently than men occupying the same leadership positions and under different standards, because of gender-bias.
This has a negative impact on the genuine appreciation of women’s talent and the assessment of their performance.
“Female leaders face higher standards than male leaders and are rewarded with less” reveals a study by Catalyst. (Workforce Management, 2007)
Wage gap
“In 2006, the median weekly wage/salary of a full-time working woman was 81% ($600) of men’s ($743). (101 Facts on the Status of working women, 2007) One of the widest pay gaps occurs in the CEO jobs where women earned 63% of what men did in 2004.
Recruitment of women
Men had more consideration than women had re their professional training and preparation for entrance or advancement in management positions.
Women still have encounter obstacles to landing the better-paying jobs that had been traditionally performed by men, especially in managerial positions.
Recruitment of women (cont.)
The U.S. Department of Labor seeks to identify practices that appear to deny the upward mobility of qualified women (and minorities). Some of the equal access practices are: Upper-level management and executive training Rotational assignments Upper-level special assignments International assignments Promotion opportunities Effective compensation packages Participation on high-profile project teams
Overcoming Gender Challenges in Institutional Settings As it becomes clear that organizations are likely to benefit from diversity, they are making stronger efforts to identify and dismantle the barriers that have limited the professional growth of women and minorities (Wood, 2005). Pregnant women’s discrimination still exist.
Women need to look for opportunities to influence government, society to create policies and laws that make it feasible for all genders to be well paid and be actively involved in their families.
Women in Leadership and Compensation Disparities
Socioeconomic values still play large role in the inequities we currently see in the workforce today.
However, women are changing the landscape of the business world as they continue to attain the skills and education to take very pivotal management positions. The percentage of women on the management level in the U.S. is 40%, while the percentage of women who hold the best paying management positions is .05% (Girion, 2001).
The glass ceiling
First, it acts a literal “glass ceiling” in that women and minorities see the opportunity to get these leadership positions, but are unable to attain them despite being highly qualified. Secondly, the corporate world seems afraid that women will shatter this masculine-oriented “glass ceiling” and change the dynamics of corporate leadership with their diversity in management styles.
The Inequities Facing Ethnic Minorities
Diversity programs are geared more to “awareness and improving the company’s image” instead of the assessing how to effectively implement the program so that ethnic minorities can comfortably assimilate themselves with the environment (Shuler, 2003). Difficulty obtaining a significant level of change in a big organization.
Communication of change has to start with the leaders.
Glass ceiling
The Inequities Facing Ethnic Minorities (cont.)
African Americans fall victim to the negative, controversial implications brought about by affirmative action. Consequently, there is often the idea within the workplace that there is a “quota system that results in the hiring of unqualified minorities instead of qualified non-minorities” (Council, 2001).
Signs of discrimination
Being denied or not considered for promotions the individual deserves Being given assignments that are less significant than non African American co workers are Not being trained for properly for the assignment Being given menial tasks outside of job description Being excluded from important meetings Being ignored
Confronting racial and gender discrimination
Identify the problem Get a Second Opinion Confront the offender File a complaint with the company File a complaint with outside agencies
Implications for managers
A diverse workforce is strongly encouraged on all levels because it allows for greater competitive. An organization with a well-rounded workforce creates a balance of the perspectives in business decisions; thus creating more prudent decision-making. HR managers need to be more proactive about equality and diversity in the workplace.
Implications for managers (cont.)
Managers can address equality and diversity in the workplace by addressing learning, communication, and development by reactive, proactive, or radical HR policies and practices. A proactive approach to managing diversity and equality would address the mindset of the workers and the need to change procedures in order to realign employees with the bottom line.
Conclusion
Diversity and a sense of equality in the workforce are essential to competitive advantage in the workplace. All facets of HR strategy must be examined and retrofitted— or completely redesigned— in order to accommodate this evolving perspective of the ideal workplace for competitive advantage.
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