Workforce Diversity Paper

In the article it is expressed that “women comprise 66% of the U.S workforce, yet only 21% hold middle management positions, and a mere 15% are at the senior management level” (Sipe, Johnson, and Fisher 340). This statistic shows that women occupy less of the higher authority positions than males. It is stated that “although the equity gap between men and women in management careers appears to be closing, the glass ceiling still persists in today’s business environment” (Sipe, Johnson, and Fisher 340). There will also be a little wiggle room for women in the job market; however, they will always have to compete and work hard to break the glass ceiling. The glass ceiling is the area right below the senior management level, which will always be the obstacle hindering women’s passage to higher management jobs. It ensures women that they will only go so far in the corporate level and will not get paid equally for similar type of work as a male. Barbara Czarniawska, a organization theorist, conduct an interview with both sexes and they concluded that “being a woman is a handicap to pursuing a career in that company” (236). Females tend to have less authority then men, despite similar characteristics and individual attributes; this is a clear violation of discrimination at work. Women can hold the same amount of schooling as someone of the opposite

Over the past few decades, great strides have been made by women in the workplace. This increased number in women in the workplace does not mean equality however. Even with equal qualifications and achievements, women are still not given all the opportunities that men have. The chapter in the textbook, “Gender at Work”, shows us more of these inequalities in the workplace. Such inequalities cause gender segregation of jobs and can be linked with the pay inequality in the labor force. Even in jobs that are predominantly filled by women, men earn more than women. Women are often stereotyped as being family focused and not as able to travel, therefore they tend to get passed up for promotions (Garson p.353). This invisible barrier that keeps women from moving up the executive ladder is referred to as the “glass ceiling” (Baxter and Wright p. 346). Women also tend to do more domestic work, or unpaid labor and caregiving. This extra unpaid work is referred to as “the third shift” and is largely rested on the shoulders of women (Gersel p. 352). Consequently, this seems to be one of the biggest things holding women back from taking on jobs that are normally considered male

Behavior is best defined as the unique behaviors, emotions and thought processes of an individual including the way that he or she interacts with others. While much of behavior may be thought to be innate, there are also external factors that can impact an individual's behavior. These factors have diversity and demographic characteristics; four of these factors will be discussed in this paper and the impact each has on individuals will be shown. Religion, personality traits, age and gender are thought to have the greatest impacts and therefore providing the best opportunity for discussion.

Throughout most of history, women have endured so much. They almost always had fewer legal rights and career opportunities. The main professions tied to women were wifehood and motherhood. According to "Women's History in America" (1995), “Women were long considered naturally weaker than men, squeamish, and unable to perform work requiring muscular or intellectual development.” The common stereotype was “a woman’s place is in the home.” Women went through the struggles of not being able to get an education, voice their opinions, not having the right to vote, and being viewed as property.

As our economy becomes increasingly global, our workforce becomes increasingly diverse. Today, corporate structures are involved in globalizing. Markets and market shares are more dynamic, and the workplace is increasingly more integrated. Companies are now investing in diversity management as they are now managing a global workforce. However, with the education and training on diversity for both the employer and the employees, many workers believe that workplace bias against women, blacks, Asian Americans, Hispanics and homosexuals still exists. This paper seeks to prove that workplace discrimination against by gender; race, color and nation origin; Hispanics; and homosexuals indeed exist today.

There has been a great advancement in women’s occupations. Although women have experienced some growth, there is still a gap in gender equality. The gap is prevalent in the United States and abroad. Women can have the same qualifications, competitive attitude, and aggression as men, but still lag behind men in the workplace (Why Can’t a Women Succeed like a Man, 2009). There is more work to be done to break the glass ceiling that blocks women from reaching the top.

There are so many different factors that go into the equation of what makes a good employee and a person's sex shouldn't be one of those. There are women who have managed to battle their way into the upper ranks and who have likely worked much of this out for themselves (Bellstrom, Kristen and Zarya 24). This shows us that women are determined to make something of themselves and that they will rise above any stereotypes or discrimination to make the workplace more diverse and equal for all. Robinson was asked how women effect the workplace. “Women definitely bring more diversity to business and a great amount of knowledge coming from a different viewpoint. They also bring a different emotional side to business which I think can be a good thing.” Are female customers more difficult to work with than male customers? “Typically no, not in this business. This is not a retail business. I would say that men ask more questions than women as far as accounting goes. I think this is because typically in the family dynamics of things, men usually handle the financial aspects of things.” said Robinson. In 1974, only four percent of all MBA graduates nationwide were women. In 1994 thirty six percent of the ranks of graduating MBAs were women (Haddock 24). Showing that women are hiking their way up to the top. That number has more than increased since then. Gender diversity in corporate businesses and top management groups has received growing attention from academics, investors, interest groups and professional research firms. Diversity is supposed to be a sensible approach to improve board effectiveness and performance (Labelle et al 1). In recent years, the issue of appointing more women as directors has also captured the attention of policymakers and research on gender diversity in the business establishment. The slow pace at which business is integrating gender diversity has started to get government involved (Labelle

There are many ways to help the LGBT community in the workplace with employee affinity groups, resource groups or business networks. These groups were first started in the early 1990’s to create organizational structures that provide a clear communication between the employees and management (How LGBT Adults See Society and How the Public Sees Them, 2013). They also ensure that the LGBT community have a voice within the organization and they are respected by others. It is important that the heterosexuals are vocal about backing up people with different sexual orientation. For example, Barclays Spectrum, provides support for employees that are within a bigger cooperation (Challenges for LGBT People in the Workplace and How to Overcome them,

In recent decades diversity and equal opportunities have become increasingly important and more attention is directed towards meeting diversity standards. Unfortunately even though there is now a greater chance of getting a job as a woman the ability to advance and climb the corporate ladder is still often hindered because of unequal treatment. This issue is important because the absence of diversity in upper levels of management limits the amount of different perspectives and the potential to grow as a company. This issue is also important to me personally as a woman who wants to be offered opportunities based on qualifications and abilities rather than be restricted by my gender. Because managers deal with hiring and promoting they are a

Throughout this literature review paper research will help address current pay inequalities, the inequalities of leadership positions, and stereotypes among women within the workforce. Though many feel the inequalities of women within the workforce have improved today, which they have compared to 5 to 10 years ago, there still needs to be major adjustments. This research is needed to pinpoint what is necessary and who, what, when, where, why, and how is to blame. It is not always the organization to blame for these inequalities or stereotypes between women within the workforce. Women themselves must be looked at as a contributing factor as well. Why? Because woman tend to feed off what others are “insinuating” about their gender/sex,

Gender inequality remains as one of the top challenges that businesses face because of men not acknowledging the challenges female workers face and society’s perception on women capability to finish tasks. Even though studies have shown companies tend to deliver better performance with more women in top management positions. One of the inspirations for this essay is Renee Corso, my district sales coordinate supervisor, which is the highest position in Aflac’s Sherman Oaks office. I believe she

Diversity and Multiculturalism also effect person from different ethnicity background. An increase of Hispanics, African-Americans, and other ethnic minorities. Unfortunately their wages and salary are lagging behind those of white employees with the same position. Moreover there are less of them in top management or executive positions.

Women have been a part of the working world for hundreds of years but only very recently has the world of work truly changed for women (Higginbotham & Romero, 1997). Educated, experienced women are well aware of the value they bring to the workplace. According to a 2004 study of 353 Fortune 500 companies by Catalyst (2004) explored the link between the representation of women in top management and a corporation's financial performance. The study revealed on average, those companies that have higher women's representation on their top management teams financially outperformed with a 35% higher return on equity than those companies with lower women's representation companies. Purpose for the Study The persistence of wage differentials between men and women with identical productive characteristics is an

Since 1970 the number of women in management has increased rapidly, with the overall proportion of women managers increasing from 16% to 40%,despite this the proportion of women in top management roles is was less than 3% in the 1990’s (Powell, 1990). This demonstrates that women are still

Gender in Management: An International Journal Vol. 26 No. 3, 2011 pp. 220-233 q Emerald Group Publishing Limited 1754-2413 DOI 10.1108/17542411111130981