Beyond Glass Ceilings and Brick Walls - International Labour ...

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IX. A New Work Culture • Introduce flexible working arrangements/ rest periods/holidays, and ensure that employees who opt for them are not penalized for doing so. • Undertake the funding/execution of employee domestic tasks as a company benefit. The strict division of work and home is arbitrary and unhealthy in most cases. By promoting the notion of an integrated work-home approach, the organization could support employees by helping them cope with certain family responsibilities such as child care and care for the elderly or sick. • Create company/product/service images that are centred on concepts of equal opportunity or gender equity/equality. • Implement measures aimed at downsizing the investment of employee time and impart it to the employee. Where downsizing is done as a measure to increase efficiency and improve productivity, transfer some of the benefits to the workers - not only to the shareholders. This will enhance the quality of work life and worker commitment. • Redesign work patterns and mechanisms to ensure gender equity/equality and encourage women’s participation. Where possible, organizations could redefine work arrangements and processes of staffing to encourage women to undertake work/tasks that are traditionally undertaken by men, and vice versa. This experiential/experimental learning increases opportunities for both women and men. • Move towards the progressive reduction of working hours, and the reduction of the amount of required overtime. • Take into consideration the place of employment of the spouse and the educational possibilities for children in the case of transfers from one locality to another. • Regulate the terms and conditions of employment of part-time and temporary workers and homeworkers. All terms and conditions of employment, including social security and provident fund contributions should be equivalent to those of full-time and permanent workers. • Validate the consideration of family responsibilities as a reason for the refusal of an offer of employment (for the purpose of avoiding the loss/ suspension of unemployment benefits). We have attempted to provide a comprehensive list of ideas to give a range of options that organizations can select from - depending on their vision for the future as well as the context in which they function. With these options we hope that organizations will be able to think broadly and strategically in 99
developing an enabling environment to harness the energies of both men and men. And to institute fair working conditions for all. The challenge is to develop a new work culture that takes the equality of the work environment into consideration. Especially so that it will enable a healthy reconciliation of family and work through an appropriate policy framework. And institute mechanisms and practices that will fulfill organizational goals, while being collectively responsible for the well-being of all. 100
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Beyond Glass Ceilings and Brick Wal
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The Wages Board Ordinance No. 27 of
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An assault may include any act that
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The most recent gender disaggregate
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Table 2 indicates the major occupat
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Table 5: Private Sector Employment
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Aside from the survey of 100 compan
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men in the public sphere working ou
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to higher education (including thos
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The inequalities and inequities cem
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Unfortunately, these entitlements a
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One interviewee stated how the mark
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Employee Mobility 24 Training Respo
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doubtful that management was aware
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There were facile explanations in r
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Some examples of conditions for wor
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such as secretaries, who may be pro
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There are, of course, many other wo
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Women who undergo sexual harassment
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out to be the victim. (He had also
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worker dissatisfaction. This in tur
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Workers Rights and Unionization Non
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and family balance, the needs of wo
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linked to the type of product or se
Page 49 and 50: Women’s dress is also taken to si
Page 51 and 52: Language is also utilized in unders
Page 53 and 54: 2) There is organizational prejudic
Page 55 and 56: 54 PART II
Page 57 and 58: undertaken for the purpose of pinpo
Page 59 and 60: III Strategic Management In today
Page 61 and 62: The concept of “quality of work l
Page 63 and 64: • Successful organizations will r
Page 65 and 66: is rising. People today see more op
Page 67 and 68: 1. Social Expectations and Gender S
Page 69 and 70: Centralized, hierarchical, top-down
Page 71 and 72: organizational cultures can be deve
Page 73 and 74: posts will be mutually beneficial.
Page 75 and 76: 1. Soft toy manufacturing 2. Tea tr
Page 77 and 78: In the ten companies selected for t
Page 79 and 80: Such situations can be avoided if c
Page 81 and 82: In the IT service provider company,
Page 83 and 84: The inability or reluctance to trav
Page 85 and 86: In such a framework, persons with a
Page 87 and 88: to be provided with opportunities f
Page 89 and 90: women are treated by male colleague
Page 91 and 92: I. At Policy Levels • Articulate
Page 93 and 94: within an organization needs to be
Page 95 and 96: III. Training and Development • I
Page 97 and 98: V. Promotions • Improve advanceme
Page 99: 98 systems and the underdevelopment
Page 103 and 104: Organizational Superstructure: inst
Page 105 and 106: Employment of Women, Young Persons
Page 107 and 108: Sage Publications, (London / Thousa
Page 109 and 110: Contents Foreword Acknowledgments I
Page 111 and 112: Foreword Today, women are active ev
Page 113 and 114: I wish to express my sincere apprec
Page 115 and 116: Introduction This book is written w
Page 117 and 118: Moreover, these same gender unequal
Page 119 and 120: Hence, a majority of workplaces do
Page 121 and 122: Moreover, gender roles and responsi
Page 123 and 124: IT, hotels and travel. There is als
Page 125 and 126: This is followed by a more localize
Page 127: PART I
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