linking gender with human resource management gender fairness as good business practice an...
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Linking Gender with Human Linking Gender with Human Resource ManagementResource Management
Gender Fairness as Good Business PracticeGender Fairness as Good Business PracticeAn inter-Active Workshop on GenderAn inter-Active Workshop on Gender
January 17, 2008 Orchid GardenJanuary 17, 2008 Orchid Garden
Presentation FlowPresentation Flow
Strategic Human Resources Strategic Human Resources ManagementManagement
Global Reality in the Workplace on Global Reality in the Workplace on GenderGender
Workplace Statistics in the Workplace Statistics in the PhilippinesPhilippines
Framework on Gender-Based HRMFramework on Gender-Based HRM Linking Gender with HRM Policies and Linking Gender with HRM Policies and
PracticesPractices
STRATEGIC HUMAN RESOURCE STRATEGIC HUMAN RESOURCE MANAGEMENTMANAGEMENT
The linking of HRM with strategic goals The linking of HRM with strategic goals and objectives in order to improve and objectives in order to improve business performance and develop business performance and develop organizational cultures that foster organizational cultures that foster
innovation and flexibilityinnovation and flexibility..
Strategic Human Resource Strategic Human Resource ManagementManagement
Human Resource Management
Organizational Performance
Organizational Culture
Global Reality Global Reality
The past decades have seen an increasing number of women in the workplace.
In the 1960’s, less than a third of the women worked; today, more than 50 percent of
female adults work. Perhaps, this has led to a change in gender roles.
While there is more openness to women joining the workforce, there is still gender inequality
in the workplace.
HR Role Framework in Creating ChangeHR Role Framework in Creating Change(Dave Ulrich)(Dave Ulrich)
People
Operational Focus
Strategic Focus
Process
Employee Champion
Strategic Partner
Administrative Expert
Change Agent
deals with day to day problems, needs and concerns of individual employees
concerned with identifying and developing new behaviors
that will sustain a company’s competitiveness
focuses on aligning HR strategies and practices with business strategy
concerned with designing and delivering HR processes
efficiently
Global RealityGlobal Reality
Glass-ceiling (barrier for women in Glass-ceiling (barrier for women in important positions)important positions)
Glass-walls (limit women to certain Glass-walls (limit women to certain occupations)occupations)
Women’s income are less than men’s in Women’s income are less than men’s in similar positionssimilar positions
Men tend to have higher-level jobs than Men tend to have higher-level jobs than women even if literacy and educational women even if literacy and educational levels are the same across genderslevels are the same across genders
Global RealityGlobal Reality
Based on Work Orientation Based on Work Orientation SurveySurvey• There is less job satisfaction in women There is less job satisfaction in women
than in menthan in men• Their (women) work provides low Their (women) work provides low
income, less opportunities for income, less opportunities for advancementadvancement
• Work does not allow them to work Work does not allow them to work independentlyindependently
Current Reality: Women Rule Current Reality: Women Rule Philippine WorkforcePhilippine Workforce
Year Year Women Women MenMen
20022002 1.86 M1.86 M
Sup PositionsSup Positions1.4 M1.4 M
Sup PositionsSup Positions
20042004 2.162 M2.162 M 1.613 M1.613 M
20062006 2.257 M2.257 M 1.629 M1.629 M
91 percent of businesses in the Philippines have women in senior management positions
Current Reality: Women Rule Current Reality: Women Rule Philippine Workforce Philippine Workforce
28.8%36.1%Laborers/Unskilled Workers
7.6%12.5%Service Workers/Shop & Markets sales workers
2.7%7.7%Clerks
2.2%3.6%Technicians/Associate Professional
2.2%7.7%Professionals
MenWomen Jobs
2006 Data from DOLE
Women vs. Men: Education Stats
1 out of 3 employed women, or 32.8 % of total 12.8M in 2006 reached college
1 out of 5 men, or 22.5% of the total 20.156M employed reached college
In 2007, more employed women – 1 out of 5 – had completed college compared to 1 out of 10 men.
Theories of MotivationTheories of Motivation
NeedsNeeds
Maslow’s HierarchyMaslow’s Hierarchy Herzberg’s 2-FactorHerzberg’s 2-Factor McClelland’s NeedsMcClelland’s Needs
Learned BehaviorsLearned Behaviors
Skinner’s ReinforcementSkinner’s Reinforcement Lawler and Porter’s Lawler and Porter’s
Reward and SatisfactionReward and Satisfaction
Goals and Goals and ExpectancyExpectancy
Locke’s GoalLocke’s Goal Vrooms’ ExpectancyVrooms’ Expectancy Adam’s EquityAdam’s Equity
Organization and Organization and LeadershipLeadership
McGregor’s X and YMcGregor’s X and Y ArgyrisArgyris
Performance
WORKENVIRONMENT
Is the organizationSupportive?
EMPLOYEE MOTIVATION
Does s/he want to do it?
EMPLOYEEABILITY
Can s/he do it?
HERZBERG’S MOTIVATION-HYGIENE MODEL
NO SATISFACTION
Jobs that do not offer achievement, recognition, stimulating work, responsibility and achievement.
SATISFACTION
Jobs offering achievement, recognition, stimulating work, responsibility and achievement.
MOTIVATORS
DISSATISFACTION NO DISSATISFACTION
Jobs with good company policies and administration, technical supervision, salary, interpersonal relationships with supervisors and working conditions
HYGIENE FACTORS
Jobs with poor company policies and administration, technical supervision, salary, interpersonal relationships with supervisors and working conditions
McClelland’s
Need for Achievement (N Ach) Need for Affiliation (N Aff) Need for Power (N Pow)
Needs are learned and can be taught
Mc Gregor’sTheory X
People inherently dislike work and when possible will avoid it
They have little ambition, tend to shun responsibility and prefer to be directed
Theory Y
Work is a natural phenomenon and if conditions are favorable people will not only accept responsibility but will seek it
If people are committed to organizational objectives, they will exercise self-direction and self-control
Expectancy Theory Individuals have expectancies about the consequences of their behavior and that a
person will act in order to achieve desired
outcomes.
The higher a person’s expectations of receiving a reward, the harder he
will work
Goal Setting (Locke) Goals enhance
an employee’s performance
High PerformanceHigh Satisfaction
Challenging Goals
RewardsMeaningful
Self-efficacy, Feedback and environment
Equity
An individual who perceives inequity in his compensation will be dissatisfied. Equity deals with two levels, • balance between outcome achieved
and input required, and • balance in comparison with co-
workers
Filipino Hierarchy of Needs
(A Study of 176 Dept. Heads of 38 gov’t. corps)1. Physiological2. Self-realization3. Security and safety4. Social5. Status and Prestige
According to AndresFirst stage: “Upang makaraos” (survival)Second stage: “Upang Maayos ang buhay (stability)Third stage: Upang maging maunlad and buhay” (advancement)Fourth stage: Upang may sarap sa buhay” (enjoyment)Fifth stage: “upang may papel” (esteem)
A FILIPINO PERSPECTIVE ON MOTIVATION
3 BASIC AIMS THAT MOTIVATE AND CONTROL BEHAVIOR
• Social Acceptance – “Maging Taong Ginagalang at
Respectable”; value of pakikisama (“going along with”) motivation is strongly related to supervisory style
• Economic Security – “Maging Taong Kumikita at Responsible”; instrumental to this goal is the value of familism
• Social Mobility – “Maging Taong Malakas at Importante”; character of pagkatao (personal dignity)
The work environmentThe work environmentMeaningfulMeaningful Interest
The job
Responsibility-
Autonomy
Accountability
Challenge
Achievement
Results feedback
Mutual Trust
Targets agreed
Involvement
RecognitionSupport
Colleagues
The leader
Organization
Financial Capability
““Work is core to my existence as a woman Work is core to my existence as a woman because I have tested myself. I tried because I have tested myself. I tried staying home…parang something was staying home…parang something was missing….I was always a working wife…so missing….I was always a working wife…so for me work is a vehicle for fulfillment in for me work is a vehicle for fulfillment in terms of talents and abilities coming out.”terms of talents and abilities coming out.”
Participant in the 2004Participant in the 2004 Work Orientation SurveyWork Orientation Survey
Conducted by PMAPConducted by PMAP
PERFORMANCE FRAMEWORKPERFORMANCE FRAMEWORK
EMPLOYEE
PERFORMANCE FACTORS ARE MET
HIGH JOBSATISFACTION HIGH PERFORMANCE
REWARDS
GENDER-FAIR WORKPLACEGENDER-FAIR WORKPLACE
EMPLOYEE
NEEDS OF MENUNIQUE LIFE SITUATIONS
HIGH JOB SATISFACTION
HIGH PERFORMANCE
NEEDS OF WOMENUNIQUE LIFE SITUATIONS
Training and
Development
Performance Management
andCoaching
Selection, Staffing
andPlacement
Compensation
and Rewards
Career Development
and Succession
Planning
Strategic Gender-Based Human Resource ManagementStrategic Gender-Based Human Resource Management
GENDER
LINKLeadership
Development
Employee
Well-being
Organization Vision,
Mission and Values,
Strategy and Goals
Gender Link to HRM Policies & Gender Link to HRM Policies & PracticesPractices
Selection, Recruitment & PlacementSelection, Recruitment & Placement• No discrimination based on genderNo discrimination based on gender• Preferential hiringPreferential hiring• Gender-fair Placement Practices (break Gender-fair Placement Practices (break
the glass-ceilings & glass-walls)the glass-ceilings & glass-walls) Compensation & RewardsCompensation & Rewards
• Pay for the PersonPay for the Person• Pay for the PositionPay for the Position• Pay for the PerformancePay for the Performance
Gender Link to HRM Policies & Gender Link to HRM Policies & PracticesPractices
Employee Well-beingEmployee Well-being• Structures, programs and systems that are Structures, programs and systems that are
gender-fair and gender specificgender-fair and gender specific LeavesLeaves Flexible timeFlexible time Home based work arrangementHome based work arrangement Flexible benefitsFlexible benefits Counseling Services Counseling Services
Performance Management & CoachingPerformance Management & Coaching• Meaningful and objective SystemMeaningful and objective System
Gender Link to HRM Policies & Gender Link to HRM Policies & PracticesPractices
Leadership Leadership DevelopmeDevelopmentnt
Training Training and and DevelopmeDevelopmentnt
Career and Career and Succession Succession PlanningPlanning
EQUAL OPPORTUNITIES SUPPORTED BY POLICIES, STRUCTURES AND RESOURCES