Academic Master

Business and Finance

Critically Evaluate three responses organizations can take to eradicate gender discrimination in the workplace.

Gender discrimination is one major concern of today’s organizations. It is crucial for organizations to identify the features of gender discrimination and take necessary measures to deal with the issue effectively to enhance productivity (Kirton & Greene, 2015; Wilson, 2016). The facet of gender discrimination comes up with many considerations. It is evident that all public and private organizations must maintain the facet of equality in the workplace at every stage for all employees (Childs, 2012). The adaptability of a balanced approach is crucial for the overall development of an organization (Bobbitt-Zeher, 2011).

It is observed that organizations face the challenge of unfair treatment in case of gender discrimination. Most of the time, women are discriminated against in the organizational setting just because they are women (Heilman & Eagly, 2008; Badgett, Lau, Sears, & Ho, 2007). It is crucial for organizations to eradicate the problem of gender discrimination and maintain an effective and unbiased legal form to ensure the rights of all workers. Effectively eliminating gender roles can be the one possible solution for organizations to properly deal with the issue of gender discrimination. It is crucial for organizations to revisit their values and align them with the prospect of equality in the case of both male and female employees (Hoque & Noon, 2004). Organizations need to place employees according to their potential without considering gender orientation (Ely & Meyerson, 2000).

Another option that can be adopted by organizations is to eliminate the drastic effects of the glass ceiling. The feature of the glass ceiling in organizations is known as vertical discrimination, which ultimately impacts the performance of female employees (Cotter, Hermsen, Ovadia, & Vanneman, 2001). It is essential for organizations to provide necessary rights to women by removing the particular barriers observed in the case of female workers. Sexism is another problematic aspect that increases the problem of gender discrimination in organizations (Barnett, 2005). It is the responsibility of the management of the organizations to take necessary and strict actions to effectively address the issue of gender discrimination. Organizations should adopt a flexible approach so that women can openly speak about the prevailing issue of sexual harassment in the workplace.


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 and 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

Wilson, B. M. (2016). Engaging diversity: Best practices to create an inclusive work environment. Pepperdine University.



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