Discuss the following literature review:
CRITIQUE: WHO GETS THE CARROT AND WHO GETS THE STICK?
In this qualitative article, the researchers studied the gap in gender pay in leadership positions in the globe today. The purpose of the research was to find out whether there existed any parity in the payment and company performances of male and female employees in managerial positions. The researchers conducted a thorough literature review in which the following subject categories were studied: the existence of a pay gap between males and females in top executive positions, how managerial compensation packages are structured and their effect on company performance.
This category encompassed prior research studies on women and paid, from previous research articles such as from The Wall Street Journaland The Equal opportunities commission of 1999. They also studied the effect of work performance on pay, founded on the agency theory by Eisenhardt. The romance of leadership was also studied from several sources including over thirty thousand research articles belonging to thirty-four different companies. From the literature review, the researchers developed a designed a study to establish the relationship between pay and company performance, in a real setting of an organization and using companies' archived economic data. The hypothesis formulated included: there is a variation in the allocation of bonuses, where male executive directors get higher bonuses than the female ones and that there is a variation in the sensitivity of directors ‘bonuses to company performance, where female bonuses are less sensitive than male ones (Kulich, 306).
The population studied encompassed directors in just a sample of the United Kingdom listed firms. The researchers were particularly concerned with the industrial affiliations, the stock market data and theaccounting data when either a male or a female director was on board. This made a total of ninety-six paired managing directors. The researchers examined various compensation measures, performance measures and set up various controls to standardize the data. Data analysis was done by use of univariate nonparametric Wilcoxon method because many of the employees used in the study had not received any bonuses in that year of the study. The hypotheses were then tested on Tobit's regression framework. The results of the study supported both hypotheses strongly. They show that there indeed exists a gender pay gap between males and females since female directors earn averagely nineteen percent less than their male counterparts. There is also evidence of little sensitivity in company performance of women directors' pay compared to male ones. This is indicated by how women though paid poorly regardingbonuses; they are also little held responsible for a company's poor performance, compared to their male counterparts.
There were some limitations in the research. The first limitation was the fact that the study was only based in the United Kingdom, and this may not be an adequate representation of the global picture. The researchers should have employed the use of companies from all over the world so that an accurate picture of what is happening globally could be portrayed.
CRITIQUE: THE ROLE OF GATEKEEPERS IN PROFESSIONAL RECRUITMENT
In this qualitative article, the researchers studied different gender and networking practices in organizations. The purpose of the research was to establish a theoretical framework that explains the role of gender and networking processes in countering inequalities in various organisations. The researchers conducted a thorough literature review in which the following subject categories were studied: networking, gatekeeping and gender practices.
This category encompassed prior research studies on network structures, measurements of these structures and their outcomes; the role of gatekeeping in professionalism and employee recruitment; and the role of gender as asocial practice, and its influence on organisational performance. From the literature review, the researchers or designed a study to establish an answer to these three questions: The first one was to find out the networking practices that gatekeepers use in professional recruitment, the next is to find out how gatekeepers practise gender in networking, and the last one is to establish whether these gender and networking processes produce or counteract inequalities in the organisations. The population studied encompassed mainly female academia in the Dutch universities sector. The researchers were particularly interested in female full professors in Dutch universities.
The method used was practice based. It involved participant observation and in-depth interviews. This happened in many variable instances including, in committee meetings, at conferences, in consultations or even in informal gatherings. Data analysis was majorly done by abductive reasoning. This included analysis of both the theoretical and the empirical material. A computer software program, the Atlas-ti was also used to systemize and code for data. The study results though did not fully achieve the objectives, contributed greatly to the study of the role of gender and networking in professional recruitment. The researchers challenged pre-existing network theories by use of a practice-based approach a feminist construction theory. The two major contributions are the elaboration of networking as a practice and the attention to gender in networking.
There are however few limitations in this research. In the first one being there is alack of provision of an accurate global picture, being that the researchers studied only the Dutch academia, whose situation and circumstances may not necessarily reflect those of others around the world. Secondly, the research was limited to professional recruitment is a highly classified procedure whose information is only accessible to authorized persons, in a bid to protect individual confidentiality. Thirdly, the research results were limited by a lack of pre-existing theoretical insights on gender in networking.
COMPARING AND CONTRASTING THE TWO ARTICLES
There are numerous in the research papers critiqued above. In both cases, the researchers were interested in gender parity and its effect on work performance. Although the first article focuses mainly on payment bonuses and responsibility for poor performance, and the latter focuses mainly on recruitment and networking, both types of research elaborately explain their findings on how gender inequalities still exist today and their effect on theorganisational structure. Both researches also seem to lack an accurate reflection of the global picture on this matter since both have focussed on a relatively small field of study, the first one only on the United Kingdom- based firms and the latter only on Dutch academia.
The two researches have numerous differences too. First, while the former's research methodology was aprimary study of theoretical research papers and analysis of pre-existing data, the latter research was predominantly more interactive, employing observation and interviews chiefly. The first research was also quantitative, with defined hypotheses seeking to establish the magnitude of the pay gap between males and females in the top managerial positions. On the other hand, the second research was more qualitative, lacking clearly defined hypotheses and sought only to illustrate that there exists a relationship between gender and networking practices, and recruitment to top academic notches in society. The first research also appeared more favoured since all the data needed was availed at the researchers' disposal while, in the latter research, some of the data needed being highly confidential could not be accessed by the researches.
Although differing in many aspects, both researches seem to bring clearly out one thing: that in organisational structure currently, there still exists gender parity even in the developed countries.
ABSTRACT
This research is based on a review of three literary works that illustrate the importance of gender equality on economic growth, factors that cause gender parity in the economic sector and how various organisations can improve on this factors. The goal of this review is to create awareness on gender parity and strategic support in data analytics. This is achieved by examining plans by various organisations and different data sets that have been presented in these articles. The review makes it clear that gender equality confers great benefits for any organisation or any form of economic setup.
THESIS STATEMENT
The purpose of this paper is to establish the role of strategic support in annihilating gender parity from various organisational structures. It illustrates various strategic frameworks that have been developed over the years in a bid to create equality in the work environment.
OUTLINE
CRITIQUE: WHO GETS THE CARROT AND WHO GETS THE STICK?
A) Introduction
Within the introduction of the article, the literature review gives an explanation of the variation and the gap that exist between men and female workers.IT further gives the explanation based on different researches done by the different groups of researchers.Inclusively,are data analysis and determination of the data using different statistical methods?
B) Critique: The Role Of Gatekeepers In Professional Recruitment
This part of the study gives an explanation of the existent role of gender in reducing the gap inequalities. In the study, therefore, network structures are being studied to determine their impact of this. Practised based discussion is then given an in-depth explanation.
C) Comparing And Contrasting The Two Articles
This part of the study gives an in-depth study of the differences in the forms of study that the articles covers. The different studies on the articles are explained deeply by the article.
D) Abstract
This part of the paper is a study of a summary of thethree literary works that illustrate the importance of gender equality on economic growth, factors that cause gender parity in the economic sector.
E) Thesis Statement
This part of the study is briefly about the establishment of the strategic support of gender parity.
F) Literature Review
This part of the article gives a conclusive role of the whole paper detailing on the reason for the study on the three major articles.
i) The United Nations Development Program Gender Equality Strategy 2014-2017.
The article gives a discussion of the results which the articles gives on a study which puts gender development to be the central focus. The major focus is on the study made by United Nations. It does this by focusing on three strategic plans. Lastly, the report focuses on the importance of the report on the relationship with government and not government bodies (Clark, 2014).
ii) New Republic: the gender pay gap is bad, the gender pay gap is even worse for women of colour.
This article gives study done on what are the earnings that men make more than the women. It makes it more clearly by focusing on the evidence that exists on the payment differences between these groups (Leber, 2015).
iii) Gender Strategy Toolkit: A Direction for Achieving Gender Equality in Your Environment.
This part of the article gives more focus on the direction that societies need to take to achieve the needed direction of gender equality. It puts thefocus on the standard measures which can be done to offset the inequalities in that field. In the toolkit, the author has given the different strategic approaches and their advantages (WEGA, 2014).
LITERATURE REVIEW
Gender equality is a subject that has caught the word's attention for a very long time. Several attempts have been made by both women and men to ensure gender equality in all the spheres of life, including economic, political and social realms, but the delicate balance has not yet been fully achieved. The purpose of this paper is to review three scholarly articles that explain various strategic frameworks that have been set to ensure gender equality prevails.
THE UNITED NATIONS DEVELOPMENT PROGRAM GENDER EQUALITY STRATEGY 2014-2017.
The United Nations Development Program developed a gender equality development strategy. In the official report, it is held that empowerment of women is central to the development mandate given to this arm of the United Nations. Here special attention is given to the involvement of men and boys in the advocacy of women empowerment. This is particularly important in curbing sexual and gender-based domestic violence all over the world. Information and communication technologies will also be employed in empowering the women (Clark, 2014).
There are three main areas of focus in this strategic plan. That isresilience building among women, democratic governance that is effective and inclusive and having sustainable development pathways. It is argued that women empowerment is important in the development of both individual, societal and national resilience. The function of this resilience they say is critical for sustainable development and durable peace. Democratic governance too has an effect in ensuring gender equality in both the corporate and social realms. This is enabled by increasing women's access to fairness and justice, ensuring their participation in decision-making and strengthening their legal rights. Sustainable pathways can also be developed they say, which will tap women's potential in all their diverse talents. This can help make them catalytic agents of change in various sectors including economic sectors. This is also designed to enable women to become equal partners with men, in the desire to achieve growth that is sustainable, just, equitable and inclusive of all.
There are several ways how the program hopes to achieve full empowerment of women and eradicate gender parity. First, it hopes to cooperate with local partners in various nations to help transform the traditional barrier norms that restrict gender equality and eliminate any other barriers to women empowerment. The local partners will be supportedby increasing awareness, offering social protection, ensuring gender responsive governance of human resources, increasing omen's access and ownership of various goods and services and encouraging women participation in economic growth without limitations even to the highest offices in various organisations.
The program also offers to support the process of instituting legal and policy reforms in various countries to enable women's full participation in governance and management. This will encompass total support for national institutions in meeting international human rights obligations. Advocacy, technical support and policy will also be provided to ensure women participation in local community leadership too.
The report also says that both national and subnational actors will be duly supportedby ensuring equitable access tonational services such as health, social security and other resources to both genders. In post-conflict situations, core government functions will be fully supported to ensure restoration of both men and women needs. It will be also ensured that women have access to and can attain control over productive assets such as land and credit. This will increase achievement of equal social protection measures, and enable both men and women to participate in economic growth and take charge of their households. Gender-based violence and sexual victimisation have also been a major barrier in ensuring women's full participation in economic growth. Measures will, therefore, put in place to ensure justice for abused women, and enhancement of women's legal rights.
The report also indicates that the program will work with both governmental and non-governmental organisations and both community and private sector to ensure women participation in the various development levels. Gender considerations will also be made paramount even in employee selection.
This article illustrates excellent plans that if well executed might help the world achieve the long-desired goal of gender equality in all spheres of life. Some limitations, however, will be the deeply set traditions in various cultures that bar gender equality and in rare cases, theunwillingness of local institutions to support the program by the United Nations (Clark, 2014).
NEW REPUBLIC: THE GENDER PAY GAP IS BAD, THE GENDER PAY GAP IS EVEN WORSE FOR WOMEN OF COLOUR.
In this article that appeared in The New Republic (Leber, 2015), the author seeks to present evidence that more than just having a gender gap in payment, women of black descent earn far less than their white counterparts. Citing statistical evidence, she explains that on average men earn about twenty-two percent more than women do, since for every one dollar a man makes, statistics show, a woman makes only seventy-eight cents. It is also calculated that it will take a woman three and a half more months to earn what a man earns in only a year.
The author cites various arguments that have been presented to explain this disparity. Various factors, they say, lead to this. These include women having less experience than their male counterparts, them working for fewer hours or even sometimes having to leave work to raise children. This can, however,be attributed to lack of appropriate policies that guarantee payment during parental leave. Technically women will then be expected not to have children if they would earn as much in the workforce, but then the big question will arise in the continuity of the human race.
Statistical reports indicate that black women fare much worse than their Asian or white counterparts. While Asian- Americans earn about ninety percent of what men earn, the black Africans earn about sixty- four percent and the Latino only fifty-four percent. This is attributable to the fact that blacks would tend to hold the low paid hourly jobs and worked in fields that pay lowly. This is not necessarily by choice as it is said that Hispanics and African American women are unable to find full-time jobs more often than not. This makes it possible for them to settle for the service industry which only takes part-time workers and, of course, pays poorly. At times make these choices too because of lack of policies on sick-leave days and maternityleave days (Leber, 2015).
The author cites that discrimination still does exist in workplaces. For instance, she says, male surgeons make averagely thirty-four percent higher than their female counterparts. This notwithstanding, his assistantswho are female still earn about only eighty-five percent of what their male counterparts will earn ina week. A study by the American Association of women took into account all the factors that could lead to this, including the job experience, the number of hours worked and gender education, and still could not account for about seven percent of the payment gap.
This article highlights a very important yet often ignored area of research. Though many studies have been done to establish the gap in payment between men and women, few researchers have explored the possibility of racial prejudice widening this gap to set up ways of countering this and achieve equality wholesomely in the economic sector.
GENDER STRATEGY TOOLKIT: A DIRECTION FOR ACHIEVING GENDER EQUALITY IN YOUR ENVIRONMENT.
This article by the Australian government seeks to explain that to achieve gender equality in any organisation; a systematic strategic approach has to be used, and it cannot happen by chance. The writer explains that equality in the workplace is achieved when all the employees, men or women, can equally enjoy the same rewards, opportunities and resources. The article also illustrates the importance of employers or organisations reporting to a common agency. This will enable the employers to gauge themselves with their peers continually, to know whether they are giving their employees their best. For instance in Australia, all non-public sectors that have a hundred or more employees are required to make an annual reporting to the Workplace Gender Equality Agency. This report includes theformat that is standardized, on gender outcomes, such as employee composition, job flexibility and payment. The article majorly seeks to aid the organisations that want to achieve gender equality in their workplace. It provides information to both the starters and also to those companies already on the journey to help them make a faster, more effective process. It also provides a basic framework by which these organisations can navigate and then make it their unique, successful journey. It also provides information on leading practices from various researches and teaches how to apply concepts that have been used by other organisations before (WEGA, 2014).
The author presents many advantages of using a strategic approach. These include: a concerted action that ensures all stakeholders in the organization are moving similarly in the same direction. Another advantage is getting a well-targeted investment and ensuring economies of scale by sharing of information and resources across organisations and use of collective commercial power thus ensuring the project is cost effective. It also causes mobilisation and motivation of the employees and provides a basis for measuring success.
The change process for any organisation, the writer proposes, involves four steps. It first begins with the organisation identifying its current standing by use of the proposed guidelines. The organisation then produces its unique strategy by use of given guidelines, it then achieves each objective by a certain action plan or implementation and then by reporting to the national agency, it can re-evaluate the process over and over again.
The writer also illustrates that gender equality can greatly improve business performance. Primarily it will help ensure a diverse and representative workforce and also an all-inclusive and equitable culture. To achieve this, the employers ought to create a flexible and empowering workplace that enables them to engage, mobilise and utilise the best talents from their employees and help them continuously learn. To measure the success and benefits of this plan, there are several parameters which can be used. These include customers, its market share, performance, innovation, agility and risk. For instance, a company that is as diverse as its clients, can also more effectively meet their needs, which boosts the company's popularity and hence their market share (WEGA,2014).
REFERENCES:
Leber, R. (2015). New Republic: The Gender Pay Gap is bad.
Clark, H. (2014). United Nations Development Program: Gender Equality Strategy.
Workplace Gender Equality Agency. (2014). The Gender Equality Toolkit.