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Integration of Gender Equality in Organizational Management

Modern economies have adopted liberal practices aimed at improving stakeholder value among profit-making entities. Developed regions, such as North America, Europe, and East Asia, have adopted contemporary approaches to ensure sustainable profitability (Gupta et al., 2019). Management officials and the workforce benefit from professional experience and networks which accompany lucrative wage rates and critical employment benefits (Johansson et al., 2019). However, it is objective to note that most ventures fail to achieve gender equality among employees, as evidenced in distinct employment scenarios (Grosser & Moon, 2019).

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Social disparities indicating employees’ unequal treatment are evidenced in wage rate categories, conflict resolution processes, and employee benefits (Lomazzi, Israel & Crespi, 2019). Management officials are tasked with ensuring equality by enacting and implementing administrative policies (Johansson & Ringblom, 2017). In essence, the integration of gender equality in management practices would help advance modern employee rights among organizations.

Strategic firms adopt organizational management practices that influence stakeholder interaction in unique ways. For instance, contemporary firms implement communication policies intended to ensure accurate delivery of information to the market (Grosser & Moon, 2019). This policy is useful in countering unfair business practices from rivals intending to destabilize a firm’s consumer base (Johansson et al., 2019). Similarly, profit-making ventures find the transformational leadership style useful for ensuring organizational sustainability (Johansson & Ringblom, 2017). This model allows stakeholders to interact freely with vital limitations of supervisory positions imposed on certain employees. Workers are allowed to interact professionally with their seniors to improve the quality and production processes (Gupta et al., 2019). Most importantly, organizational management policies can be instrumental in achieving gender equality among modern institutions.

Moreover, modern companies operate in multiple countries as multinational corporations. This implies that such entities’ stakeholders come from different cultural backgrounds with unique socio-cultural attributes (Johansson et al., 2019). Strategic institutions capitalize on problem-solving competencies among employees acquired from traditional practices. However, a culturally diverse workforce can be a source of personal conflicts, as evidenced in firms operating as FDIs (Lomazzi et al., 2019). Specifically, gender equality is an ongoing initiative to integrate both male and female employees into the economy (Gupta et al., 2019).

Ventures in some economic zones still adopt conservative approaches with transactional management policies describing manager-employee relationships (Johansson et al., 2019). As a result, incorporating female employees into the production activities of an organization would be strategic for achieving gender equality in both developing and developed nations.

Most notably, through progressive integration of organizational management practices, modern firms can achieve gender equality. For instance, employee recruitment practices should allocate sufficient opportunities to female applicants for a certain vacancy (Grosser & Moon, 2019). The process would achieve gender equality as newly recruited staff would balance numerical and workload within the firm (Lomazzi et al., 2019). Similarly, strategic practices describing a firm’s management should consider identifying new roles and responsibilities that suit professional competencies among employees (Johansson et al., 2019).

This framework would ensure equality as tasks would be distributed primarily based on the unique capabilities of workers. Most significantly, firms must advance human resource practices in treating both male and female workers with deserving human dignity (Johansson & Ringblom, 2017). Conflict resolution processes adopted for resolving disagreements among employees should be critical in condemning a regressive act without gender bias.

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Modern employee rights are intended to ensure the protection of basic human laws in the work place. Organizational management strategies achieve these civil liberties using liberal and democratic frameworks of policy enactment and implementation (Johansson et al., 2019). For instance, multinational corporations have enacted social regulations intended to reduce racial discrimination within the firm. Implementing the policy includes disciplinary measures that are imposed to discourage the immorality of social injustice (Grosser & Moon, 2019). It is worthwhile acknowledging that can achieve gender equality via the same management framework.

In essence, social policies guiding stakeholder interaction should discourage gender-based discrimination practices within the workforce. For instance, making insensitive comments against a specific gender on social media platforms should be punished using organizational policies (Buribayev & Khamzina, 2019). Management officials with implementation roles should also integrate female professionals throughout the integration process (Gupta et al., 2019). Fundamentally, insights into female professions are considered for an effective policy that protects against certain gender.

Human values and morals which guide basic interaction among people should be prioritized in achieving gender equality. These virtues are objective in reminding individuals of their collective responsibility in achieving social change within the workplace (Buribayev & Khamzina, 2019). As a result, integrating gender equality policies would require basic and professional human values and morals. For instance, management officials should be encouraged to incorporate professional insights, comments, and opinions of both female and male colleagues during organizational meetings.

The approach will be successful if each member present is granted sufficient time to provide a comprehensive insight regarding the agenda in a discussion. Most fundamentally, all contributions provided by both male and female colleagues should be merited on concept value rather than individual attitudes towards gender diversity (Johansson & Ringblom, 2017). Organizational management practices can integrate both human values and morals within a firm’s premises.

Recruitment practices present a useful platform on which management officials can implement gender equality strategies. For instance, allocating a significant quota of female jobseekers’ applications would ensure gender balance in the workplace (Engeli & Mazur, 2018). Similarly, a tactical firm should optimize on gender equality equal allocation of both male and female employees to teams (Finn, 2020).

Colleagues working as a unit should represent a gender equality policy aimed at advancing social policies in professional contexts (Grosser & Moon, 2019). In addition, granting female professionals with leadership opportunities would improve a firm’s public image, as evidenced in advanced multinational corporations such as YouTube and Heineken (Buribayev & Khamzina, 2019). These institutions are headed by female executives who make vital management decisions.

As earlier mentioned, organizational management’s leadership style determines the success of achieving gender equality among contemporary institutions. Traditionally, profit-making entities used the transactional approach, which focuses on quantity performance (Engeli & Mazur, 2018). Profitability was measured by the produced units and market sales as recorded in a firm’s annual financial year.

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Unfortunately, this management style was defective in advancing basic rights among the workers (Engeli & Mazur, 2018). Many employees complained of unconducive working surroundings, which attracted chronic illness in cases of chemical production. Modern firms have transformed their management frameworks to integrate the transformational leadership style (Bowen et al., 2018). This approach allows firms to strategically integrate liberal policies for maximizing stakeholder values (Gupta et al., 2019). The management model would most essentially facilitate the successful enactment and implementation of gender equality rights within the workplace.

Gender equality can also be adopted through policy integration, guiding professional behavior among existing employees. Modern entities experience personal conflicts among workers, ending with disciplinary actions (Finn, 2020). In extreme cases, guilty parties are unfairly dismissed, leading to court cases. It is worthwhile noting that unfair processes intended to punish an indecent act in the workplace can create gender divisions (Grosser & Moon, 2019).

Separation of employees can, in turn, affect the overall profitability of a firm as production processes are halted. It is objective that management officials consider fairer problem resolution practices that enhance employee cohesion instead of gender discrimination (Buribayev & Khamzina, 2019). Parties accused of breaking social policies within the workplace should be granted sufficient time and equal platforms of presenting their cases before a disciplinary panel issues judgment.

In conclusion, achieving gender equality in the workplace is a socially-progressive approach in modern economies. Integrating both male and female employees in projects without bias is useful for ensuring organizational sustainability. Organizational management officials are responsible for implementing social policies regarding stakeholder interaction. In essence, modern employee rights are based on basic human laws that govern gender equality as a value in a firm. Ensuring the protection of both male and female employees improves cohesion among colleagues, which is reflected in the quality of products delivered to the market.

Integrating a strategic leadership style can be objective in advancing the implementation of social policies, including gender fairness. Contemporary firms identify tactics intended to incorporate social values among stakeholders. Recruitment and conflict resolution procedures present practical contexts of implementing gender equality policies. Most importantly, achieving gender equality would ensure sustained profitability among firms in competitive economies.

References

Bowen, P., Govender, R., Edwards, P., & Cattell, K. (2018). Work-related contact, work–family conflict, psychological distress and sleep problems experienced by construction professionals: An integrated explanatory model. Construction management and economics, 36(3), 153-174.

Buribayev, Y. A., & Khamzina, Z. A. (2019). Gender equality in employment: The experience of Kazakhstan. International Journal of Discrimination and the Law, 19(2), 110-124.

Engeli, I., & Mazur, A. (2018). Taking implementation seriously in assessing success: The politics of gender equality policy. European Journal of Politics and Gender, 1(1-2), 111-129.

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Finn, J. L. (2020). Just practice: A social justice approach to social work. Oxford University Press.

Grosser, K., & Moon, J. (2019). CSR and feminist organization studies: Towards an integrated theorization for the analysis of gender issues. Journal of Business Ethics, 155(2), 321-342.

Gupta, G. R., Oomman, N., Grown, C., Conn, K., Hawkes, S., Shawar, Y. R.,… & Equality, G. (2019). Gender equality and gender norms: framing the opportunities for health. The Lancet, 393(10190), 2550-2562.

Johansson, K., Andersson, E., Johansson, M., & Lidestav, G. (2019). The discursive resistance of men to gender-equality interventions: Negotiating “unjustness” and “unnecessity” in Swedish Forestry. Men and masculinities, 22(2), 177-196.

Johansson, M., & Ringblom, L. (2017). The business case of gender equality in Swedish forestry and mining‐restricting or enabling organizational change. Gender, Work & Organization, 24(6), 628-642.

Lomazzi, V., Israel, S., & Crespi, I. (2019). Gender equality in Europe and the effect of work-family balance policies on gender-role attitudes. Social Sciences, 8(1), 5.

Schulz, P. (2017). Universal basic income in a feminist perspective and gender analysis. Global social policy, 17(1), 89-92.

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