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

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The workplaces of the respondents did not always exhibit sensitivity towards pregnant women. In fact, in one company, the women’s toilet was in the basement, deeply inconveniencing pregnant members of staff who along with other employees had to descend and ascend a steep staircase without railings. Here, the women in the office had to monitor the safety of the pregnant women each time they went to the toilet. “We were worried in case they were sick, or they could very well fall down the staircase, in their condition. After all, there was no place that they could even rest for half an hour when they feel sick. I used to pull out a chair or two so that they could rest their legs.” The nursing agency made provision for pregnant women by reducing their shift to 8 hours instead of the regular 12. However, the agency also slashed the wages of the employee accordingly. Another worker in a bank was put under pressure as the temporary worker hired to do her work had exams; resulting in the pregnant worker being made to stay on until the temporary worker was free. On the whole, the denial of this aspect of maternal/parental benefits conveys a disturbing picture. This is not only from the angles of employee rights and welfare, health, nutrition, and policy perspectives, but also from the standpoints of long-term institutional efficiency and productivity. It shows that even where women workers have been structurally empowered through legislation and policy, there is a disquieting lack of institutional will in adhering to some of these regulatory standards. A Centre for Women’s Research (CENWOR) study records maternity benefits provided by other workplaces. These involve cash grants of Rs. 1000/= for the child, permission to go to natal clinics during working hours, rest if feeling ill, medical insurance in the case of birth complications, the release of workers from working on computers/field work/night shifts during pregnancy, reimbursement of hospital bills, provision of transport to nurse the child at home during work hours, and making available milk powder at subsided rates through worker welfare societies. Interestingly, 53% of workplaces allowed their employees parental leave - leave taken for family needs and emergencies. 23
Employee Mobility 24 Training Respondents interviewed for this book had participated in the following training programs/workshops provided by their employers: • Leadership training • Human Resources • Skills development training (legal/banking/marketing/secretarial/productrelated training/ operational, etc.) • Subsidiary skills development training (computers/language) However, although training has resulted in horizontal movement in certain cases, it cannot be seen as clearly linked to the upward mobility of employees. 86% of women employees have not had any training in non-traditional skills. A number as small as 7% were sent for non-traditional skills training (for instance, training in operating a packing machine which had hitherto been the domain of male workers). All the workers interviewed felt that women should also be trained in nontraditional vocations. Yet, in many instances, training was not carried out during office hours (training sessions usually involve time after work as well as weekends), thus making it difficult for women burdened with multiple gender responsibilities to attend. In the case of training abroad, interviewees in two companies (both in the financial field) feel that more men were sent out for training. Clearly, no inferences are feasible without further study of work organizations, and specifically, as to whether there is discrimination against women in the selection of employees for training abroad. Yet it is possible that stereotypical assumptions about gender roles and responsibilities, characteristics and demeanour, as well as gender segregation at the workplace can prevent organizations from cultivating a multi-tasked, dynamic workforce. Recognition Without a doubt, recognition of an employee’s contributions as well as his/ her future potential is an important factor - both for upward mobility and job satisfaction. Positive methods of employee recognition involve verbal praise for day-to-day operations and tasks, affirmation of client appreciation, bonuses as performance rewards, prizes and awards (employee of the month/best costconscious team), and promotions. The women interviewed gave testimony to the fact that frequently the whole division of a company (such as accounts or legal) was being given credit for
Page 1 and 2: Beyond Glass Ceilings and Brick Wal
Page 3 and 4: The Wages Board Ordinance No. 27 of
Page 5 and 6: An assault may include any act that
Page 7 and 8: The most recent gender disaggregate
Page 9 and 10: Table 2 indicates the major occupat
Page 11 and 12: Table 5: Private Sector Employment
Page 13 and 14: Aside from the survey of 100 compan
Page 15 and 16: men in the public sphere working ou
Page 17 and 18: to higher education (including thos
Page 19 and 20: The inequalities and inequities cem
Page 21 and 22: Unfortunately, these entitlements a
Page 23: One interviewee stated how the mark
Page 27 and 28: doubtful that management was aware
Page 29 and 30: There were facile explanations in r
Page 31 and 32: Some examples of conditions for wor
Page 33 and 34: such as secretaries, who may be pro
Page 35 and 36: There are, of course, many other wo
Page 37 and 38: Women who undergo sexual harassment
Page 39 and 40: out to be the victim. (He had also
Page 41 and 42: worker dissatisfaction. This in tur
Page 43 and 44: Workers Rights and Unionization Non
Page 45 and 46: and family balance, the needs of wo
Page 47 and 48: 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
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1. Soft toy manufacturing 2. Tea tr
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In the ten companies selected for t
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Such situations can be avoided if c
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In the IT service provider company,
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The inability or reluctance to trav
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In such a framework, persons with a
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to be provided with opportunities f
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women are treated by male colleague
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I. At Policy Levels • Articulate
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within an organization needs to be
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III. Training and Development • I
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V. Promotions • Improve advanceme
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98 systems and the underdevelopment
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developing an enabling environment
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Organizational Superstructure: inst
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Employment of Women, Young Persons
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Sage Publications, (London / Thousa
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Contents Foreword Acknowledgments I
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Foreword Today, women are active ev
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I wish to express my sincere apprec
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Introduction This book is written w
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Moreover, these same gender unequal
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Hence, a majority of workplaces do
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Moreover, gender roles and responsi
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IT, hotels and travel. There is als
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This is followed by a more localize
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PART I
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