Human Resource Management
Topic:Human Resources Management of Gender Discrimination
HumanResources Management of Gender Discrimination
Executive Summary 2
Task 1 4
Evaluation of Ann’s situation 4
Sources of Conflict 4
Part 2 6
Conflict resolution 6
ACAS Grievance Procedure 7
ACAS Disciplinary Procedure 7
Mediation and Intervention 8
Create job descriptions and working schedules 8
Women empowerment programs and cultivation of open communication 8
Per thelaw, all human beings regardless of gender must be given equalchances of employment and progression within any organization(Arnold, 2015). The law of Equal Employment Opportunity (EEO) forbidsany form of bias against anybody for any alleged reason before,during, or after employment. Despite the enforcement of these laws,research has shown that today most women still endure a fewchallenges (Arnold, 2015). There are still some aspects of jobdiscrimination in many departments of an organization. As a result,it has led to the construction of the human resource departments andfirms that help to solve such disputes. Gender bias, being one of themajor types of discrimination has taken effect in many organizations.This paper first describes the concept of gender bias and the legalframework of human resource management (HRM) in an organization. Itwill then investigate the factors that lead to conflict in theworkplace and finally examine the appropriate methods for resolvingthe identified conflict.
One ofthe forms of discrimination is gender bias. Gender bias may occurbecause of individual values, perceptions, or traditional beliefsabout men and women. People regard these conventional beliefs asinvalid since the modern society encourages women power. In mostcircumstances, when the context of gender bias arises, thediscriminated victims of any workplace are usually women (Shih,2012). There are both financial and social implications that areassociated with gender bias. It is the responsibility of the HRMdepartment to make sure that such cases are dealt with and resolved.In matters of severe discrimination, the HRM department may involvelegal means to get justice. It is important to keep in mind thatgender bias is a menace that has been passed from one generation toanother with traditional beliefs that women are always supposed to beinferior to men. Studies have ascertained that gender bias commencesas early as in the elementary school, long before being employed(Arnold, 2015). This highlights why most girls grow up believing thatthey are destined to become housewives, leaving leadership andmanagement roles for men. For instance, most women in the world arenot motivated enough to involve themselves in jobs that mostlyinvolve manual labor or leadership.
Task1Evaluationof Ann’s situation
Ann isfacing a dilemma in her workplace since she works in a male-dominatedsector. In addition, her male colleagues make disparaging remarksabout women, isolate Ann, and fail to involve her in theirconversation. This is outright gender bias given that the men do notconsider her as a strong and a contributing member of the group. Themain source of conflict in Ann’s scenario is that the men haveself-prejudice (Raftery and Valiulis 2013). They consider women asweak hence give Ann easy jobs and fail to involve or engage herconstructively. After reporting the issues to the team manager, hetells her that it is the culture of the team thus, she should nottake things seriously. However, it is clear that what is happening inthis team, is a lack of respect for other people’s rights,communication breakdown (illustrated by the team manager’s poorinterpersonal skills), and a propagation of gender bias. In fact, hermale colleagues have less regard for women as demonstrated by the waythey undermine Ann’s contribution towards the team. In thisregards, the use of derogatory remarks, disregard for women, poorcommunication breakdown, and lack of engagement has reallydemoralized Ann thus, affecting her level of input, trust on theteam and productivity negatively. In addition, they give Ann theeasiest chores, which demonstrate how they refer to a woman’s jobdescription one that should not deal with leadership ortraditional-grouped male jobs.
Aneffectual administration of workplace conflict entails a constructivecomprehension of the nature and causes of conflict in the workplace.In this scenario, conflict has occurred due to a perception ofincompatible interests between Ann and her male colleagues. Thepredominant cause of conflict in this case is interpersonal asillustrated by the derogatory remarks and gossip that the men engagesin. In this workplace, team-culture and gender conflict have led tocharges of pestering or harassment and discrimination. In fact, thelevel of engagement in the team is overtly low, as interpersonalconflict has resulted to harassment and discrimination. Slovikovski(2011) suggests that firms should give all individuals equalopportunities to advance themselves. However, in this case, the mentreat Ann unfairly just because she is a woman. These discouragingworking conditions must change to create a favorable atmosphere forall people to work diligently. To achieve organizational goals, it isimportant for all workers to function as a team. Ann, being part ofthe team, deserves to be treated with respect just like the rest ofthe team regardless of her gender. If the problem persists, then itis up to the HR department and the organization officials to findadequate mechanisms to stop this threat. For instance, HR personnelmay intervene to ensure equal treatment of all employees.
On theother hand, lack of clear guidelines and policies in the workplacehas intensified conflict in this scenario. For example, afterreporting the harassment to her team manager, Ann is advised not totake the issue serious. In addition, the team manager tells Ann theteam’s culture has always been like that thus, she should justplay along. Treating cases of harassment in such a way alwaysencourages the behavior, which usually results in conflict. The teammanager should acknowledge the existence of harassment ordiscrimination and address the issue amicably without antagonizingAnn. In addition, the team manager should liaise with the HRdepartment to cultivate policies that will diminish such behaviorsand if possible punish the culprits. As such, lack of clear policiesto guide employees on behavior and engagement always lead to conflictand intensify any existing harassment.
Inaddition, organizational aspects and situations may result toconflict especially when employees struggle to cope with variousunpleasant issues at work. Unfavorable working conditions,performance, limited resources, and interests in promotions mayresult to conflict in the workplace, as employees become jealousy ofeach other thus, cultivates discriminatory behaviors toward otheremployees. In this scenario, Ann faces harassment as her malecolleagues cannot face a woman who “works like them” hence theyfeel the level of competition is too high. In this regards, Ann is ina dilemma, as even her team manager does not support her. Thescenario is worsened by the level of poor communication in the teamespecially when it comes to her. This has become a main cause ofconflict as Ann feels unwanted in the workplace as well as feels thather work is not appreciated. Bobbitt-Zeher (2010) and Simpkins (2014)assert that motivation is a major driving force in the labor marketthus, firms should endeavor to engage all employees actively toenhance productivity. However, in this case, the level of motivationas illustrated by the poor level of communication and appreciationthat Ann gets from her team manager thus, the intensification ofconflict.
Severalrecommendations have been developed to resolve conflict especiallyone that results from interpersonal issues such as genderdiscrimination. The implementation of these recommendations ensuresthat equality between men and women. Over the years, the governmentand HR departments have worked together to implement policies thatcan be used to mitigate the issue of gender discrimination(Slovikovski, 2011 Robinson 2009). Through women empowermentefforts, the government has ensured the realization of genderequality strategies that have helped women to feel empowered and torealize their ambitions. For Ann’s scenario, several aspects can beused to resolve the situation such as legal frameworks, mediation,arbitration, and other disciplinary measures by the organization.
It isimportant for the complainant such as Ann to use the right procedureto express her grievances and concerns. According to ACAS GrievanceProcedure, Ann took the right step to inform the team manager abouther situation but after his poor handling of the case, Ann has everyright to report the matter to the HR department. After reporting theincident, it is now up to the HR department to evaluate the matterand find the right course of action using recommended ACAS procedure.At first, the HR may issue a warning to Ann’s colleagues to stopdiscriminating and distressing Ann. If this trend persists, the HR issupposed to find adequate disciplinary measures to tackle thesituation (Simpkins, 2014). The HR department should implementmeasures such as suspending, dismissing, fining, or asking the malecolleagues to desist from such behaviors and apologize to Ann.
Itis the responsibility of the HR department and the organizationmanagement to evaluate and agree on the best disciplinary measureaccording to ACAS disciplinary procedure. In this case, if the mencontinue to oppress her, then disciplinary actions must be taken toresolve the situation. The disciplinary measures include suspension,apologies, and complete termination of their jobs (Tong, 2005).Workers should be disciplined in accordance to the ACAS disciplinaryprocedure.
Negotiationis the process of reaching a consensus. Negotiation can be used toresolve Ann’s situation. This entails talking with the rest ofAnn’s workmates and agreeing that what they have done is wrong, andit needs to stop right away. The advantage of negotiation is that itinvolves both parties hence easy to make an agreement. (Tong, 2005)For instance, in Ann’s case, there is a need for important dialogueto rebuke the gender discrimination spirit. A dialogue can be used tochange people’s minds since it involves enlightening allparticipants.
Thisprocess of resolving work dispute is important since it involves athird party who tries to intervene to help in the resolution of thedispute. In Ann’s case, the HR manager may be seen as a mediatorsince the department participates actively in resolving disputesamong workers. In other cases, a counselor may be a good example of amediator. Another mediator, in this case, is the supervisor.Mediation is an effective way to resolve conflicts since theintroduction of a third party helps to understand complaints fromboth conflicting parties and offering a decision that is independentand more open minded (Slovikovski, 2011).
Createjob descriptions and working schedules
Creatingjob descriptions and working schedules are significant methods ofensuring every staff performs his or her workload diligently withoutinterference (Tong, 2005 Vandenberghe 2011). When every staff knowshis or her duties, it becomes difficult for others to get involved inunassigned businesses. This distinguishes and separates the influenceof other people in one’s business. If each worker has a jobschedule, then people would mind their own business. However, sinceAnn’s job was a collective task, it gave the men an opportunity toisolate her. In this case, assigning specific work to specificemployees reduces conflict as employees are not entangled on who willcomplete a certain task.
Womenempowerment programs and cultivation of open communication
Tomotivate women, it is important to construct women empowermentcenters and programs that will give women advice on how to cope withcertain discrimination influence. These women empowerment centers arewell equipped to encourage women to pursue their dreams and ambitions(Shih, 2012). In fact, women empowerment centers offer opportunitiesto women to advance both financially and socially. Women and otherworkers will also receive advice and encouragements from theseprograms. These programs will also educate men on how to treat womenwith respect at work. This could help to motivate Ann while at thesame time educate the men on how to maintain social ethics,especially when dealing with women. In fact, women empowermentprograms geared toward affirmative action reduces discrimination inthe workplace and enhances equality thus, diminishes cases ofconflict.
On theother hand, The HR department must encourage open communication amongcolleges and between colleges and managers (Vandenberghe, 2011).Communication is an essential facet of teamwork and is more relevantto a business organization as it helps to identify problems,progress, and complaints. It is, therefore, important to encourageworkers to work together to resolve setbacks and consider rewards andincentives for completion of successful projects. Teammates includeall people who are working together to realize the same goals.Encouraging open communications between workers will help to addressAnn’s situation since she said that the men do not want to talk toher. Open communication will help the men to converse freely with Annhence resolving their differences.
Allindividuals need to be treated equally and fairly irrespective ofgender. The establishment of gender management systems is a goodstart to promote gender equality. Currently, more women have nowaccessed more business opportunities than ever before (Tong, 2005).This means that women are becoming more business-oriented because ofimplementation of policies that mitigate gender discrimination. Thesepolicies are also relevant in team building where both men and womenare included in one team. They forbid men from abusing or negativelyportraying women as weaklings in the group (Vandenberghe, 2011). Theconstitution proposes that all individuals have the same rightsirrespective of gender or any other diversifying factors.Consequently, it is mandatory for the Human Resource Managementdepartment to be vigilant to ensure gender equality in anorganization.
Arnold,C. (2015). Counteringgender bias at conferences.Science.
Bobbitt-Zeher,D. (2010) “Gender discrimination at work: Connecting genderstereotypes, institutional policies, and gender composition ofworkplace,” Gender& Society,764-786.
Raftery,D, and Valiulis, M. (2013) “Gender balance/gender bias: Issues ineducation research,” Genderand Education,303-307.
Robinson,R. (2009) “Culture and legal policy punctuation in the SupremeCourt`s gender discrimination cases,” PolicyStudies Journal Policy Stud J, 555-589.
Shih, J.(2012) “Circumventing discrimination: Gender and ethnic strategiesIn Silicon Valley,” Gender& Society, 177-206.
Simpkins,J. (2014) “Seeing white men: Bias in gender categorization,” GenderIssues, 21-33.
Slovikovski,J. (2011). Gender discrimination. Encyclopediaof World Poverty.
Tong, R.(2005). Genderand Sexual Discrimination.Oxford Handbooks Online.
Vandenberghe,V. (2011) “Firm-level evidence on gender wage discrimination in theBelgian private economy,” Labor, 330-349.