Equality and diversity have been key issues in the current business world including in the UK labor market. According to Mayson (2013), there is huge discrimination regarding gender diversity in UK workplaces. Women are still now discriminated against in the senior management positions in the UK, where thousands of female middle managers are getting senior positions. Although senior management roles are filled by company existing employees, companies’ internal policies are not delivering real gender diversity. Thus, 40% of HR leaders think more women should be recruited in senior roles to improve business performance.
This paper, first, first explains both external and internal factors that contribute to fair gender balance. Secondly, this paper analyses how human resource activities in organizations can drive gender equality in organizations. Thirdly, this paper defines ethical issues related to diversity and their impact on business. Finally. the paper recommends the organizations for improving diversity in workplaces.
Task 1: Explain the external and internal business factors that make recruiting and retaining a fair gender balance in the workforce an important issue in today’s workplace.
According to Shapiro et al. (2014), equality in the workplace is not only influenced by ethics but also influenced by businesses’ both internal and external factors. External factors are those which come from business outside and which are relegated to business strategic actions and choices. The key external factors which support retaining as well as recruiting in fair gender balance are market condition, labor market, industrial relations, and institutional frameworks. The institutional framework consists of different external bodies and institutions which force the organizations in improving and implementing balanced equality policies. National programs like “Opportunity Now in the UK” are encouraging gender equality in both private and public companies.
Industry-wide collective bargaining, as well as national industry relation procedures (such as relationships among different nation’s organizations), may play a significant role in improving gender equality in workplaces. Finally, the labor market changing demands and expectations impact the improvement, development, as well as implementation of equality in organizations. According to Shapiro et al. (2014) notes, labor market statistics show that the participation of women in the UK labor market has been growing up steadily because of improvement and development in the female education level. In addition, the changing market condition is influencing equality and motivating human resource managers to develop innovative and new approaches for increasing women’s participation in workplaces.
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On the other hand, the key internal factors which support the recruitment and detainment of fair equality in workplaces come from company resources and business operations. These internal factors influence the businesses’ strategic actions as well as choices like external factors. The key internal factors that a fair balance of equality in the workplace is a social partnership, human resource management (HRM), and organization culture and values. Organizational culture and values play important roles in recruiting and retaining fair gender equality in workplaces. Organizational values and cultures provide a framework that makes gender equality consistent. The organizations which define equality as their value can maintain equality easily in both ethical and business cases. In addition, the study discloses that innovative and creative human resources management (HRM) contributes a lot in supporting and complementing equality in workplaces.
The research shows that new entrepreneurs can realize the importance of female workers in challenging statistical discriminations regarding company costs. According to Bercussion and Weiler (2013), company social partnership is the main mechanism of defining employment terms and conditions. Shapiro et al. (2014) stated that effective agreements between company social partners can develop an effective and efficient equality program. In this case, discussion and collaboration between employees and employers representatives can contribute to the development and implementation of gender equality in workplaces. This is because the social dialogue in the workplace reduces conflicts among business organizations and their employees. Dickens (2015) stated that social partnership in organizations impacts different stages and aspects of equality development, improvement, and implementation in the workplace of the UK.
Task 2: Analyse how HRM practices within an organization can help drive gender equality in the workplace
Equality refers to the development of fair workplaces where every individual employee has equal opportunities or can participate in the achievement of the organizational goals and objectives (Briton and Gold, 2015). When a company practices equality in workplaces it values and understands its workforces focusing on a number of factors including religion, disability, educational background, cultural background, ethnicity, nationality, gender, sexual orientation, language, social class, age, etc. Further, quality practice in workplaces motivates the individual workers to be different in their beliefs, values, and dignity, which provides freedoms in workplaces and reduces discrimination. Thus, organizations must have a standard policy on equality (Torrington et al., 2014)…………
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