Diversity And Equality In The Workplace Social Work Essay

transmutation And equating In The Work dress Social Work EssayThe work is forever changing. With the number of working wo workforce rising steadily for decades and the aver develop age of the workforce increasing (BBC News 2008), it is more diverse than ever. Managing diversity and comp be in the concern is an weighty managerial competency. Treating people equally is internal to creation an effective and successful organisation. In respect of the many a(prenominal) diametric di workforcesions in which people differ, whether by age, sexual urge, race, religion, disability, or sexual orientation, organisations pose a responsibility to proactively promote equality throughout their establish custodyt. Within these organisations employees still gift many challenges and experience aspects of inconsistency and discrimination. These issues in their respective organisations atomic number 18 a hindrance that prevent progression and success and bath cause the move development of employees to suffer. Discrimination throne come in many forms, however, the report factor that go out be focused on regarding discrimination is the codswallop crownwork and the negative effects it has on women and their c argonr development. In this essay, the terminal figure wish-wash detonating device provide be defined, reasons explaining how and wherefore women be likely to encounter the nut ceiling will be discussed and concepts such as the faggot Bee Syndrome, gender relent prison-breaking and gender ideology will be explored. The essay will then examine the measures humane Resources practitioners thunder mug take to foretell the problems of variety encountered by women.For women in the study, the struggle to climb on the corporate ladder and reach the top seems out of reach because of the glass ceiling. The surmise cognize as the glass ceiling is defined as artificial barriers based on attitudinal or organisational bias that prevent capable indiv iduals from advancing to roles of power offering higher salaries and more responsibility and consent (International Encyclopedia of the Social Sciences, 2008). It has been known that women experience significant levels of frustration at every stage due to the barriers of progression even though the promotional roles atomic number 18 within sight and ability. Flanders (1994) suggests that the reason the barrier of the glass ceiling exists and is exerted upon women is because of societys attitude, prejudice towards women and the preconceived idea that the work assign and managerial position are all male based.There are various shipway in which women can experience the glass ceiling with also a grand amount of evidence to support this. The gender consecrate gap is the somewhat commonly used example to demonstrate the inequality among men and women. The pay gap is defined as the shortfall between how practically men elucidate and how much women earn (Padavic Reskin, 2002, p1 21). Comparing hourly pay of men and women, based on the mean earnings, the 2009 figures call forthd that womens hourly pay was 16.4% little than men for full time employees and 13.2% for part time employees, in comparison to the 2008 figures of 17.4% and 15.2% respectively (Office for National Statistics, 2010), but the figures still stand as a high percentage. Although the Equal Pay Act (1970) was introduced which makes it unlawful for employers to sort between men and women in their pay and conditions when they are doing the same or similar work, work rated as equivalent, or work of equal cheer (Government Equalities Office, 2010), women in the workforce still continue to earn considerably slight than their male counterparts. The pay gap is most(prenominal) certainly of concern in the finance sector, despite women and men making up equal proportions of the employees, women earn significantly less than their male colleagues, when investigated by the representation of equali ty and homophile rights (2010), the results were startling, the inquiry found that on average women earn 55% less than men in their annual salaries, this figure compared to the average pay gap was significantly higher. The vast difference in the pay gap shows that the inequality between men and women is still present and is an area in the workplace where on that point is cause for concern.For those that have burst the glass ceiling and have reached senior focal point positions, they have not been affected by what is known as blocked promotion. Women on all levels depend blockages and find it weighed down to move up the corporate ladder. Davidson and Cooper (1992) state that currently promotions are based on the ability to be mobile and relocate to several(predicate) sites if necessary. It is also stated that The state of existing marital relationships and the tendency of most organisations to promote by job transfer therefore make it highly difficult for women to advance thei r callings very far (Davidson and Cooper, 1992). Sex inequality and a sex-gender hierarchy have been organise on the basis of societys treatment towards the sexes in which men are favoured over women (Padavic Reskin, 2002). It is this concept in which society has formed preconceptions that the mans occupation is superior to the muliebritys. Therefore it would seem that a decision as grand as relocation would not take place on the basis of the promotion of a woman. Women are also associated with the characteristic of being submissive this in turn would also be a modify factor to women being less likely to relocate with their family for work in comparison to men.With the glass ceiling, gender pay gap and societys stereotypes, women in the workplace already organization many challenges of inequality and discrimination. Now theres a major, and about unexpected, addition to the list known as the female boss, who exhibits the Queen Bee Syndrome. The Queen Bee Syndrome occurs when w omen in managerial positions part against other women, most often to do with their own insecurities and feeling be, this syndrome may sometimes be as important as sexism in holding back womens careers (Dobson Iredale, 2006). It is natural for women to feel threatened by other women which would result in defences being raised. Poe Courter (1994) demonstrate how women managers are not always sympathetic in regards to other women, in a study of 2,405 pregnancy-discrimination lawsuits in Ohio between 1985 and 1990, researchers found that 36% of the supervisors who refused to hire significant women or let them return to work were women (Poe Courter. 1994, p5). For women to overcome the glass ceiling the Queen Bee Syndrome needs to be eradicated. Davidson Cooper (1992) explains how in their findings, the Queen Bee Syndrome is a type of behaviour that is not exhibited in all women, and there are those that have asserted to make efforts to help other women. Eradication of this syndr ome will only take place when the women that are in a position to exert this behaviour have assurance that their role is not on a lower floor threat. This in turn will eliminate all areas of insecurities and resultantly the behaviour that follows.Sex stereotypes are the most common reason why woman face discrimination and encounter the glass ceiling. These stereotypes are socially divided up beliefs that link sexes with attributes and skills and are a part of gender ideology (Padavic and Reskin, 2002). The commission for equality and human rights (2010) states that employers still have stereotypical views of what is defined as womens work and mens work. This evidently can be developed and transcended into the recruitment and picking process of a specific job role and discrimination can take place. These constant stereotypes generate a close identification between men and management (McTavish Miller, 2006). It is argued that management is a sex typed occupation and there is a hig h ratio of men already in management roles due to the attributes needed for management closely linked with the characteristics of men (Kakabadse, aver Vinnicombe, 2005). Stereotypical ideas in relation to the workforce and management suggest why there is occupational segregation in the workplace and why men are in the senior managerial positions and why women encounter the glass ceiling.The theory of gender ideology uses a set of shared assumptions about the way sexes are to behaviour and certain norms and characteristics associated with those sexes to explain why women face inequality and the glass ceiling in the workplace (Padavic and Reskin, 2002). This ideology limits womens employment options as they may be deemed unsuitable for certain roles. Padavic and Reskin (2002) then head teacher on to discuss how this ideology leads to physical segregation which keeps women close to the home office and away from the workforce. This largely relates to societys presumptions of men bei ng socially accepted as breadwinners in the family.Throughout history a patriarchal social system, in which men have authority over women has prevailed (Powell Graves, 2003). It was in the nineteenth speed of light based on this social system that the concept of the family wage theory was introduced. The theory was an objective adopted by male trade unionists at the turn of the nineteenth century in their fight for improved proceeds based on the argument that a wage should be suitable to maintain a family (A vocabulary for Sociology, 2008). Nowadays it is often cited as a factor in explanations of womens disadvantaged position in the workplace (A dictionary for Sociology, 2008). The patriarchal system and the theory of family wage have instilled expectations that men are the breadwinners and providers for their family and women are inferior to men. This has developed over time and has contributed to why women face the glass ceiling in the workplace.The role of Human Resource pr actitioners is a difficult one they face the role of addressing inequality by implementing ways to resolve the issue. It is clear that strategies and solutions need to be put in place to address the issue. A clear issue that surrounds women is family and the ability to care for the family. The naming and retention of family friendly working practices is significant in resolving this issue. Organisations are beginning to provide onsite day care centres and nurseries for employees children (Davison Cooper, 1992). This needs to expand to foster organisations and establishments. Flexible working patterns need to be put in place to accommodate employees family patterns. Flexitime is an example of this in which parents and careers can meet the needs associated with their childs preparation (Davison Cooper, 1992). The Commission for Equality and human rights (2010) welcomes the Governments proposals for the regulations on Additional Paternity pass along (APL). The Commission believes t hat implementation of APL would provide more choice for parents in childcare responsibilities and a more equitable sharing of leave entitlements. The recruitment and endurance process should be designed to find the most suitable candidate for the role, regardless of gender (Commission for equality and human rights, 2010). Human Resources practitioners need to implement this regulation. Women receive less training then men, subsequently employers may discriminate on that basis (Flanders, 1994). Therefore human resource practitioners should allow men and women in the same role to receive the same amount of training.The political relation are also taking steps in order to address inequality. The equality bill which received royal assent and formally became the Equality Act was passed in April 2010. The Equality Act states that if a company has 250 or more employees they may have to publish the differences between the pay of men and women (Government Equalities Office, 2010). This encourages companies to oblige by the Equal Pay Act (1970), and avoid the gender discrimination becoming public knowledge. The Government Equalities Office (2010) also state that jobs are allowed to be aimed at certain groups e.g. women in order to contour a more diverse workforce. This means jobs that women are underrepresented in can aim to employ more women under this act and thus form a more equal workforce. The government also introduced in 2004, the 10 year childcare strategy, in which one of the key themes was a greater choice in how parents can balance their family life and work commitments, a suggestion that was proposed was enhanced parental leave in both motherlike and paternal leave (Department for children, schools and families, 2009). This strategy would help women considerably in balance work and family life and would allow them to still pursue a career without fear of family concerns. The implementation of these government schemes in the workplace by Human Resour ce practitioners could significantly reduce inequality for women.There are many factors to suggest reasons for why women face the glass ceiling, discrimination and inequality, some of which would take stereotyping, prejudice and preconceived ideas. There have been developments in reducing inequality in the workforce and career progression for women but nevertheless notwithstanding action still needs to be taken. For those that have not shattered the glass ceiling, they continue to face challenges and obstacles in the workplace. Only with the change of societys preconceptions and subsequent actions, will the workplace fully change for women and their career progression. If inequality is to be eliminated and the glass ceiling overcome, societys stereotypes need to be a historical concept. As of now there is still a need to raise sensory faculty of the inequality still present in the workplace and address the problems associated with inequality and to encourage organisations to mana ge diversity and equality effectively and successfully.