Case Study On Itech

The movement of promoting gender equality is exponentially growing every year; however, gender inequality is still a persistent problem in today’s workforce. Each year, gender inequality, especially employment equity, the distinct barrier between genders in the workforce, has become a topic of contention as its affecting working individuals worldwide, especially women. Before examining this problem, we must further understand what gender inequality is in the workplace. Gender inequality is an ascriptive factor, in which limits individuals to reach their full potential in their area of expertise by discriminating based on gender (module …). Both genders can have the same qualifications for an occupation, but a specific gender, mainly men, are seen to be more qualified than their female counterparts are. This can result in the refusal to allow the individual to take on leadership roles due to socially constructed views on gender. In addition, they may receive unequal wages compared to the opposing gender due to statistical discrimination which is the idea hiring or promoting individuals based on the average characteristics of their gender group rather than solely focusing on the individual( Textbook, 169). As we strive towards the goal of gender inequality, we must understand it in order to construct a proper solution.

Since the 1990s, advancement towards gender equality has slowed for three main reasons: people's attitudes, occupations, and the gender age gap (Scarborough, 2018). Data was collected to figure out if gender equality played out in management by examining three major factors: women's representation in management, the occupational gender segregation among managers, and the gender wage gap across managerial positions (Scarborough, 2018). It was found that women's representation in management positions is at an all-time high with 4.5 million new jobs created since 1980, women obtaining a majority of them. However, with the increase of women's representation in management, there has been an increase in occupational gender segregation of managers. In 2010, it was discovered that there were female-dominated and male-dominated occupations with female managers concentrating in people-centered caring skills and men concentrating in production-centered skills (Scarborough, 2018). Keeping in mind these issues from the past, it is also critical to recognize the challenges we face

Over the past few years, the percentage of women in lower managerial positions has increased tremendously while the number of women who reach the top is still just a small proportion. They are held back by an invisible barrier that is named the glass ceiling (Dreher, 2003).

In this paper, it would like to examine the gender issues in employment and management and analyze equal opportunities policies and strategies for managing diversity and work life balance. First of all, the paper would like to examine the issues relating to women at work in terms of vertical and horizontal gender segregation, and investigate theory to understand why and how subordination of women exists in the workplace. Secondly, how individual women have progressed in organizations and how they have broken through the glass ceiling will be looked. At this stage, some successful women managers and entrepreneurs will be introduced. Finally, the policies and strategies that governments and employers can adopt to address workplace discrimination including equal opportunities policies,

Gender diversity is another demographic that poses issues for companies and organizations, and traditionally the workforce has been male dominated with in recent years women have come to the workforce in larger numbers. “In respect to gender differences, there are more women working that ever before in our history – almost 50 percent of the workforce is now female.” (Schermerhorn, Hunt, Wiley 2005,

It is no secret that there is a gaping gender divide in the information technology (IT) sector. Women make up more than half of the U.S. professional workforce, but only a small fraction of the IT sector. However, it is well-known that gender equality in the workforce has significant benefits for an organization. The presence of women in an organization and its leadership structure has been proven to increase its operational efficiency and bottom line. While businesses across all industries stand to benefit from gender equality in the workplace, the IT sector has an even greater opportunity to reap the benefits of gender diversity. Despite this

Talent management is the integrated and systematic process of attracting, engaging and retaining key employees and potential organizational leaders. The main objective of the talent management is employee performance evaluation.

Also, women do experience a strong gender bias when being considered for promotions on both their level of performance as well as their potential impact. Moreover, unfortunate assumptions are sometimes made about women’s ambitions and abilities. Research has shown that women do not excel sufficiently in their career due to assumptions about their ambitions such as them having less ambition and a lesser commitment due to family responsibility. Yet, in reality women and men hardly differ in their ambitions. Furthermore, women struggle with so-called second generation gender biases, which are “powerful yet often invisible barriers to women’s advancement that arise from cultural beliefs about gender, as well as workplace structures, practices, and patterns of interactions that inadvertently favour men”. (Patel, G., 2013, pp. 10)

Talent Management is broadly defined as the process of ‘recruiting, managing, assessing, developing and maintaining’ a workforce (Khatri and Gupta et al., 2010). It is a practice that is directly related to the preservation and safeguarding of a company’s competitive advantage, a competitive advantage that is provided by an almost inimitable and increasingly scarce resource, talented people (Collings and Mellahi, 2009). In 1982 the Brookings Institution found that 62 per cent of average company value was credited to physical assets (equipment and facilities) and only 38 per cent to intangible assets (patents, intellectual property, brand, and, most of all, people), by 2003, these percentages had changed dramatically, with 80 per cent of value attributable to intangible assets and 20 per cent to tangible assets (Wellins, Smith, Erker, 2012). These figures provide compelling evidence for the significance of talent management and its ability to drive company performance.

The proposed system will enable greater control over Accounts Payable, Accounts Receivable and the accounts the church uses for managing donations and paying bills.

Talent Management9 and Succession Planning.10 Talent management processes include attracting, developing, and retaining the individuals who have potential for success in organizations. It includes actions taken to manage the development of those individuals to ensure their competitiveness for future opportunities. An organization’s ability to attract, develop, promote, and retain diverse talent happens through proactive measures. Succession planning includes managing the development of employees to enhance skill levels and support continued preparation for advancement to key positions.11

Talent management tracks an employee’s life cycle. A talent management system is often comprised of several

To achieve equality between men and women in employment and narrow the income gap between men and women, Equality Act 2010 came into force based on the adoption of the Equal Pay Act 1970. In the past three decades, there has been some improvement in inequality between men and women in the workplace, but the difference still exists. I used to work in a media which is specialized in yachting industry, which is a traditional male-dominated profession. Through the communication with practitioners in all relevant sectors of this industry, I have a general idea of the changes and the current situation of the proportion of men and women in this field. Although more women are doing contributions in those non-traditional work, it is undeniable that gender segregation still exists in some contemporary business organizations.

Having women within organizations especially at the leadership positions is not only beneficial for the growth and development of the company, but it also plays a key role in advancing the careers of those women. There are several ways in which this pattern or mindset can be rectified such as providing equal pay and rights which create equity, altering office policies and methods that can be beneficial to both genders.

Talent acquisition is defined as the “strategic approach to identifying, attracting and onboarding top talent to efficiently and effectively meet dynamic business needs” (Erickson, 2012). Talent acquisition has the unique role of ensuring job applicants not only have the right credentials for the job, but also have the right mentality for the job. In other words, the person who ultimately will be offered the job needs to ‘fit’ within the firm’s structure and culture.