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

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This would allow for the dismantling of gender segregation; promote equal participation and upward mobility of all workers. • Encourage and support women’s participation in career-related training (both local and foreign). A long-term human resource development plan should address these career needs as well as the other gendered needs of the employees. • Promote training on participatory decision-making, sensitivity to affirmative action and issues related to masculinity, family and work. These should be incorporated into an ongoing capacity building program. IV. Performance Appraisals • Utilize evaluation criteria that are not gender biased. Existing evaluation criteria need to be re-examined and modified if required. If new schemes are to be introduced they must be developed, by taking into account the gender differences of employees in the organizational setting as well as outside. • Outline explicit performance objectives and criteria of assessment so that employees are aware of them and the standards that they have to achieve. • Involve gender-sensitive women in determining the appraisal procedures (establishing the criteria, content and structure of the appraisal interview, etc.). It is expected that this would allow for the integration of alternative skills, procedures and systems into appraisal schemes. • Take into consideration alternative work and management styles. (For example: participatory approaches, collective problem solving, peopleorientated methods, the facilitation of decisions, subtle forms of motivation, conflict prevention and early resolution, liaising and networking schemes etc.) • Use participatory methods of appraisal to ensure greater internal validity of the mechanisms developed as well as a greater sense of ownership. • Make line managers aware that gender equity/equality is a bottom-line issue. The commitment of the organization should be reflected in the belief amongst line managers of its importance so as to ensure that gender justice is not merely given lip service. Thus the organization must have mechanisms to monitor as well as to rectify problematic situations that are well known to the line mangers. • Conduct periodic review of procedures to ensure responsiveness to any new challenges faced by employees and their changing gender roles. 95
V. Promotions • Improve advancement opportunities through changes to the administrative promotion systems so that promotion schemes are more gender sensitive and adjusted to meet the requisite situations and needs-particularly of career women. • Redesign job ladders. Often career paths are not designed to help women workers to move vertically - to the higher levels of the organisation. The traditional male-dominated workplace is fast changing with women coming into all sectors of the labour force. Career ladders need to be re-examined and designed with a more diverse stakeholder group in mind. • Enforce affirmative action programs designed to increase the opportunities for women moving into non-traditional jobs and managerial positions. This must be adopted in the short/ medium term (at least) to rectify injustices inherent in social systems. VI. Remuneration • Adjust pay rates so that jobs of equal value are paid equally. • Adjust pay rates so that equal payment is given to equal working conditions/ time. • Adjust pay rates so that equal payment is given to similar categories of work and thereby address gender bias in remuneration schemes. • Adopt equal pay or equal work norms that are linked to standards of effort/difficulty and establish comparable units to ensure equity/equality. • Rectify existing gender-based anomalies in the wages of employees in manual labour and the informal sector. This is a requirement that will ensure a more just labour market, and the private sector could act as a catalyst in bringing about this change. • Ensure that wage schemes/structures as well as individual earnings are transparent. VII. Working Conditions • Management should ensure that all workers are provided with gender-sensitive infrastructure /amenities. Facilities such as toilets and restrooms, crèches, lockers to keep personal belongings, dining areas, sign boards in locations reserved for women, sick rooms, access to emergency medical/nursing care, adequate lighting in the premises of work, common areas, sork surroundings etc. are widespread positive practices. • Management should also ensure fair treatment of workers as well as fair 96
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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
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
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: III. Training and Development • I
Page 99 and 100: 98 systems and the underdevelopment
Page 101 and 102: developing an enabling environment
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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