Gender discrimination is the one major concern of today’s organisations. It is crucial for the organisations to identify the features of gender discriminations and take necessary measures to deal with the issue effectively to enhance the productivity (Kirton & Greene, 2015; Wilson, 2016). The facet of gender discrimination come up with many considerations. It is evident for all the public and private organisations to maintain the facet of equality in the workplace at every stage for all the employees (Childs, 2012) Adaptability of the balanced approach is crucial for the overall development of the organisations (Bobbitt-Zeher, 2011).
It is observed that organisations face the challenge of unfair treatment in case of gender discrimination. Most of the time women are discrimination in the organizational setting just because they are women (Heilman & Eagly, 2008; Badgett, Lau, Sears, & Ho, 2007). It is crucial for the organisations to eradicate the problem of gender discrimination and maintain the effective and unbiased legal form to ensure the rights of all workers. Effectively eliminating gender roles can be the one possible solution for the organisations to properly deal with the issue of gender discrimination. It is crucial for the organisations to revisit its values and align them with the prospect of equality in case of both male and female employees (Hoque & Noon, 2004). Organisations need to place the employees according to their potential without the consideration of the gender orientation (Ely & Meyerson, 2000).
Another option which can be adopted by the organisations is to eliminate the drastic effects of the glass ceiling. The feature of glass ceiling in the organisations known as the vertical discrimination which ultimately impacts the performance of the female employees (Cotter, Hermsen, Ovadia, & Vanneman, 2001). It is essential for the organisations to provide necessary rights to the women by removing the particular barriers which observe in case of female workers. Sexism is another problematic aspect which increases the problem of gender discrimination in the organisations (Barnett, 2005). It is the responsibility of the management of the organisations to take necessary and strict actions to effectively address the issue of gender discrimination. Organisations should adopt the flexible approach that women can openly speak about the prevailing issue of sexual harassment at the workplace.
References
Badgett, M. V., Lau, H., Sears, B., & Ho, D. (2007). Bias in the workplace: Consistent evidence of sexual orientation and gender identity discrimination.
Barnett, R. C. (2005). Ageism and sexism in the workplace. Generations, 29(3), 25–30.
Bobbitt-Zeher, D. (2011). Gender discrimination at work: Connecting gender stereotypes, institutional policies, and gender composition of workplace. Gender & Society, 25(6), 764–786.
Childs, S. (2012). Gender discrimination in the workplace. State University of New York Empire State College.
Cotter, D. A., Hermsen, J. M., Ovadia, S., & Vanneman, R. (2001). The glass ceiling effect. Social Forces, 80(2), 655–681.
Ely, R. J., & Meyerson, D. E. (2000). Theories of Gender in Organizations: A New Approach to Organizational Analysis and Change1. Research in Organizational Behavior, 22, 103–151.
Heilman, M. E., & Eagly, A. H. (2008). Gender stereotypes are alive, well, and busy producing workplace discrimination. Industrial and Organizational Psychology, 1(4), 393–398.
Hoque, K., & Noon, M. (2004). Equal opportunities policy and practice in Britain: evaluating the ‘empty shell’hypothesis. Work, Employment and Society, 18(3), 481–506.
Kirton, G., & Greene, A. (2015). The Dynamics of Managing Diversity: A Critical Approach. Taylor & Francis. Retrieved from https://books.google.com.pk/books?id=vTw-CgAAQBAJ
Wilson, B. M. (2016). Engaging diversity: Best practices to create an inclusive work environment. Pepperdine University.
