Lecture 3- gender issues Flashcards

1
Q

What was work like for women in 1970s

A

Women’s role was to be at home and look after the family. When women were in the workplaces, they weren’t the managers or bosses

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2
Q

How has this improved

A
  • Women today have choices they never enjoyed in the past
  • Access to the vote, contraception, divorce
  • There are more female heads of governments and more women leading organisations and running businesses than at any other time in history
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3
Q

How can women in work be improved further

A
  • In many parts of the world women do not enjoy the same legal rights as men and they lack access to education and employment
  • Inequalities in the workplace and at home
  • Abuse, violence, harassment and sexism
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4
Q

Feminist theory

A
  • A conflict theory that suggests that power in society is divided on the basis of gender
  • Early feminism focused on the study of female issues and the representation of women in society
  • Evolved over time to consider contemporary issues and intersectionality of women’s experiences
  • Used for looking at gender differences in the 21st century
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5
Q

What are the waves of femenism

A
  • First wave: Political equality, rights for representation in society, suffragettes (Wollstonecraft, Martineau)
  • Second wave: Social and economic equality, women’s liberation movement, equal rights, equal pay, challenged social norms of women being housewife or mother (Oakley, De Beauvoir)
  • Third wave: Intersectionality, focusing on rights of those ignored by the second wave (e.g. minority ethnic backgrounds, LGBTQ, lower social class), social perceptions of women, reproductive rights
  • Fourth wave: Empowerment of women, digital feminism, #metoo
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6
Q

What is liberal feminism

A
  • Addresses gender inequality by utilising existing system
  • Legal reform e.g. Equality Act, legalisation of abortion, contraception on prescription
  • Challenge media representations of women and girls
  • Impacted many aspects of women’s lives – education, family, work
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7
Q

What is Marxist Feminism

A
  • Women are exploited by both capitalism and men
  • Domestic division of labour
  • Challenges notions that women should stay at home and look after the family
  • Examines assumptions about women’s abilities and commitment to their careers
  • The glass ceiling and the pay gap
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8
Q

What is radical feminism

A
  • Maligned, parodied and stereotyped
  • Suggests that the patriarchy is present and ingrained in all aspects of society
  • Changes in employment, education and homelife are superficial and token gestures compared to oppression of women that still exists
  • Women are controlled physically, psychologically and ideologically by men (Millet)
  • The only solution to achieve equality is to restructure society
  • Female supremacy, female separation, political lesbianism are extreme branches
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9
Q

Feminism progress in the west

A
  • Progress has been made in the West
  • “While women in the West are fighting for a seat in the boardroom, women in the developing world are fighting for their lives” (United Nations)
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10
Q

Global gender index 2022 findings

A
  • Iceland is the most gender-equal country in the world for the 13th consecutive year (the UK is 22nd)
  • North America has progressed the most towards gender parity (76.9%)
  • South Asia has the area with the largest gap (63.2%)
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11
Q

Main changes within the workplace

A
  • Women make up 39.2% of the global workforce (47.3% in the UK; 46.3% in the EU) (World Bank, 2021)
  • Increasing numbers of women attracted to careers in politics, business, universities and professional services (e.g. law, accountancy, banking)
  • Some men are choosing to stay at home to look after children, and are entering traditional female dominated occupations such as nursing, primary school teaching, and flight attendants
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12
Q

What is Horizontal occupational segregation

A
  • Women’s employment is concentrated in what’s known as the ‘5 Cs’: cleaning, caring, clerical, cashiering (retail) and catering (low paid)
  • Men are more likely to be managers, plumbers, engineers, architects, surveyors and IT professionals (higher paid)
    (EHRC, 2015)
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13
Q

How many women are nurses and teachers (secondary)

A

88%, 60%

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14
Q

Why are nurses and teachers mainly nurses?

A
  • Stereotypes about the “natural” skills of men and women which makes them more suitable for certain types of jobs – through the media
  • Jobs that have historically been carried out by women have lower status and are under-valued
  • Flexible work, which can accommodate caring responsibilities, tends to be low-skilled (and low paid); fewer flexible working options for senior management
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15
Q

What is Vertical occupational segregation

A
  • Across the world, women are underrepresented in positions of power (links to vertical line) and influence – politics, media, business and in many other fields
  • 224 (34%) of the 650 members of the House of Commons (MPs)
  • The first woman was admitted in 1919
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16
Q

How many managerial positions are globally held by women

A

28% (Catalyst, 2019)

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17
Q

How many CEOs in the world are women?

A

18% (Catalyst, 2019)

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18
Q

How many women are leaders in SME’s compared to large companies

A
  • 28% of SMEs are led by women, compared with 16% of larger companies (Catalyst, 2019)
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19
Q

How many women of colour hold management positions?

A
  • Latinas: 4.3%
  • Black women: 4.0%
  • Asian women: 2.5%
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20
Q

When will the gender index gap and gender equality in high positions be reached?

A
  • At the current rate of progress, the global gender index gap will not be closed until 2154 (132 years!)
  • Gender equality in the highest positions of government will not be reached for another 130 years
  • Women Count Report (2021) predicts that gender parity in the FTSE350 will not be reached until 2036 (and increase of 4 years compared to the 2020 report, due to the pandemic)
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21
Q

Business benefits of gender diversity

A
  • Utilises talent pool
  • Brings different perspectives and experiences
  • Better sense of market needs
22
Q

Glass ceiling metaphore meaning

A
  • Phrase (coined in 1984) used as a metaphor to explain women’s absence in senior organisational positions
  • “A barrier so subtle that is transparent, yet so strong that it prevents women and minorities from moving up in the management hierarchy” (Morrison & von Glingow, 1990)
23
Q

Criticisms of the glass ceiling metaphore

A
  • It conceptualises an absolute barrier, however, some women have made it to the most senior positions
  • The barriers that women face are not always subtle and invisible
  • The reality of women’s progress is that they are not rejected at the last stage, but that they face a variety of challenges throughout the organisational hierarchy
  • [Kumra and Manfredi, 2012]
24
Q

What is the * Human Capital Theory (Shultz, 1961)

A

suggests that an individual’s position in the labour market depends on how much they are prepared to invest in their education and training
* Women chose to invest less in their human capital because they are likely to take time out of the labour market to raise their children

25
Q

What is the Preference Theory (Hakim, 2000)

A

suggests that patterns of labour market participation and employment are the result of preferences and values of women and men; fewer women are prepared to prioritise their jobs over family life
* However, this theory does not consider societal and structural constraints
* Feminist theory argues that differences between men and women are not naturally occurring but socially constructed

26
Q

What is the Labyrinth Metaphor

A
  • There are routes for women and minorities to the top of organisations, but there are many twists and turns along the way – both expected and unexpected
  • Some key barriers that make up the labyrinth:
  • Attitudes, gender stereotypes, unconscious bias
  • Demands of family life, career breaks, caring responsibilities
  • Absence of role models, career information, mentors, networks
  • Once barriers are recognised women, minorities, organisational leaders, and policy makers can take action (Eagly & Carli, 2007)
27
Q

How to break the glass cieling

A

Governments
* Invest in childcare infrastructure and family friendly policies (e.g.: paid parental leave, universal quality and affordable childcare)

Employers
* Set targets for the number of women at senior levels; offer training programmes

Women
* Draw on developmental network for psychosocial and career support (Chanland & Marcinkus, 2019)

28
Q

What do young men want?

A
  • (Young) men want to
  • Be in a dual career couple
  • Balance work and family with their partners (i.e. to be a dual-carer couple)
  • Be involved fathers
  • Support opportunities for the women and girls in their lives
29
Q

Why is gender equality good for countries?

A

high levels of gender equality is correlated with high scores on happiness scales (World Happiness Report 2021)

30
Q

why is gender equality good for families

A

when men and women share housework and childcare they are all healthier and happier (e.g. Sironi & Mencarni, 2012)

31
Q

What is equal pay

A
  • Equal pay relates to men and women receiving equal pay for equal work
  • Under the Equal Pay Act (1970) and Equality Act (2010) employers are legally obliged to pay men and women equally where they are carrying out equal work
  • Equal work covers doing ‘like work’, ‘work rated as equivalent’ and ‘work of equal value‘
32
Q

FA gender parity

A
  • Since 2020, the FA has had gender parity in terms of match fees and bonuses
  • Disparity in terms of prize money for tournaments
  • For example, had England won the women’s World Cup in 2018 the players would have received £50,000 each in FA bonuses; the men would have received £217,000 each for winning the 2019 World Cup
33
Q

What is the median pay gap

A
  • The difference in pay between the middle-ranking woman and the middle-ranking man
34
Q

What is the gender pay gap

A
  • A measure of the difference between men’s and women’s earnings
  • Organisation, profession, industry, country, global
  • Expressed as a percentage of men’s earnings
35
Q

What is the mean pay gap

A
  • The difference between a company’s total wage spend per woman and its total spend per man
36
Q

what is the global pay gap

A

*23%

37
Q

How many p do women make for every pound males make

A
  • 85p for every £ that men earn
38
Q

How does discrimination cause the gender pay gap

A
  • Some women are paid less than men for doing the same job
  • Discrimination, particularly around pregnancy and maternity leave, remains common
39
Q

How does occupational segregation cause the gender pay gap?

A
  • Women often work in sectors where their work is lower valued and lower paid than those dominated by men
  • Men continue to dominate the most senior and best paid roles
40
Q

How does work life balance cause the gender pay gap?

A
  • Family, care and domestic responsibilities is largely done by women
  • As a result more women work part-time.; these jobs are typically lower paid with fewer opportunities for progression
41
Q

How to close the gender pay gap

A
  • Address discrimination
  • Tackle occupational segregation and the underrepresentation of women in male-dominated and better-paid industries
  • Increase the value of low paid work
  • Improve flexible working and encourage organisations to utilise flexible working practices
  • Greater transparency and gender pay reporting/audits
42
Q

What is gender pay reporting?

A
  • Since 2017, the UK government requires British companies with more than 250 employees to publish their gender pay gap data every year
  • Mean gender pay gap, median gender pay gap, mean bonus gender pay gap, median bonus gender pay gap, proportion of males and females receiving a bonus payment, proportion of males and females in each quartile band
  • Companies must also provide a narrative of their view of why a gender pay gap is present and what their organisation intends to do to close it
43
Q

Effectiveness on gender pay reporting

A
  • Cowper-Coles et al. (2021) compared the gender pay gap reporting system in 6 countries: Australia, France, South Africa, Spain, Sweden and the UK
  • “In the UK there is a transparent system with almost perfect compliance, but employers remain under no obligation to take action to address their gender gaps”
  • Focuses on monitoring rather than fixing wage disparities
44
Q

(Krisnan, 2020) gender diversity and performance research

A
  • Gender diversity increases performance of employees across different genders, age group and work experiences. 230 respondents, India , convenience sampling, food processing companies.
  • Different gender in work groups stimulate harmonious relations and favourable attitudes inside a company which drives team performance
45
Q

Limitations of Krisnan, 2020 research

A

only food processing industry, may not be generalizable across other industries, may also be a certain type of person that works in this industry. Didn’t look at age, ethnicity.

46
Q
  • Survey on glass door with 1000 respondents found that …..
A

7% of job seekers look for workforce diversity when evaluating an offer.

47
Q

A recent survey found (Turban et al., 2019)

A

61% of women look at the gender diversity of the employer’s leadership team when deciding where to work.

48
Q

Key takeaway of glassdoor survey and Turbarns research

A

most talented individuals go to places that do better with diversity, and this may be what is driving diverse firms in certain contexts to outperform their peers

49
Q

What did Joshie et al., 2002 find?

A

Significnat pay difference in Britian with women who had children and women who didnt.

although dated research.

50
Q

McKinsey, 2018 research into women in leadership

A

organisations who have women in senior positions are 25% more likely to have above average profitability

Gender diversity is strongly correlated to profitability. Executive teams show the strongest correlation.