It seems so obvious: having kids affects men and women differently. Sure, emotionally and financially but most clearly in the simple way mothers and fathers spend their time. And when you actually look at how 10,900 Americans carve up 24 hours, the conclusion is pretty stark: if you’re a woman who enjoys paid work or relaxing activities, having kids will cramp your style. Being married with kids also isn’t looking like a great idea according to the numbers.
Women remain underrepresented in leadership roles, in spite of research indicating that gender- balanced leadership has a positive impact on the bottom line.
However, gender balance impacts performance only when the optimal balance is reached.
The results of the Sodexo study confirm that this balance corresponds to a male-female ratio between 40% and 60%, reinforcing that diversity is key to enhanced performance.
Entities with gender-balanced management performed better on all of the performance indicators measured, including employee engagement, brand awareness, client retention and three indicators of financial performance.
Teams at Sodexo within the optimum gender- balanced zone have experienced on average an increase of four points in the global engagement rate versus only one point for other teams between 2010 and 2012.
Using a unique sample of 5,022 workers in 94 large German workplaces, the authors explore whether and how women’s access to higher level positions, firms’ human resources practices, and workers’ qualification levels are associated with gender differences in earnings. First, they find that having more women in management reduces the gender earnings gap for jobs with low qualifications, but not those with high qualifications. Second, they find that while men’s compensation is positively affected by having a male supervisor, women with a female supervisor do not receive such an advantage. Finally, they find that human resources practices and job-level qualifications moderate the association between gendered power and gender earnings inequalities. Integrating women into managerial and supervisory roles does not automatically reduce gender inequalities; its impacts are contingent on organizational context.
Women are almost half of the workforce, yet they are still getting pay less than men. They receive more college degree than men. Hispanic women and African American women get pay even less than men. For every 40 hours that Americans women work, they only get pay 80 cents for every dollar paid to men. Wage discrimination is a reality. Society needs to take a stand and fight for wages equality (NWLC.org). Although the equal pay act was implemented 50 years ago, women of every race and education level are still getting pay less than men. It only gets worse as women’s career progress. The wage gap possesses lots of negative impact on women and young girl who are growing up. It makes them feel less worthy and powerless. The gender gap should matter to everyone because it is a crucial issue that needs to be resolve because it can very be discouraging for women. After reviewing the data and pay gap between men and women, some questions begin to arise such as why do women get pay less than men, have less advantageous job than men? What can we, as, individuals, companies, women, and societies need do to change the pay gap that exists between men and women when we have the same qualifications as men? This Research aims to explore perceptions of the gender wage gap in a group of employees working in every industry. I found evidence that the gender wage gap persists and that feelings towards can demoralize employees in the workforce.
Accenture has found that a culture of equality—the same kind of workplace environment that helps everyone advance to higher positions—is a powerful multiplier of innovation and growth. Global gross domestic product would increase by up to US$8 trillion by 2028 if innovation mindset in all countries were raised by 10 percent. Diversity positively influences an innovation mindset, and equality is the multiplier. A culture of equality is anchored by three pillars: an Empowering Environment (one that trusts employees, respects individuals and offers freedom to be creative and to train and work flexibly), Bold Leadership (a diverse leadership team that sets, shares and measures equality targets openly), and Comprehensive Action (policies and practices that are family-friendly, support all genders and are bias- free in attracting and retaining people).
Valuing the risk of workplace sexual harassment
Using data on sexual harassment charges filed with the Equal Employment Opportunity Commission, Hersch calculates the risk of sexual harassment by gender, industry, and age and establish that white females, but not nonwhite females, receive a compensating wage differential for exposure to a higher risk of sexual harassment.
Brookings November 1, 2017 By Jay Shambaugh, Ryan Nunn, and Becca Portman After decades of steady gains, U.S. women’s labor force participation peaked in 2000. In retrospect, this was an important turning point: rising women’s participation had fueled household income and economic growth, and helped offset declining prime-age male labor force participation. Declining prime-age women’s participation since then has weakened growth, exacerbating …
Not all instances of gender inequality are equally concerning. An emphasis on women’s underrepresentation in Science, Technology, Engineering, and Math roles (STEM) has not been matched by a similar concern about men’s underrepresentation in Healthcare, Early Education, and Domestic roles (HEED). The current research investigates whether and why people perceive gender imbalances in male-dominated careers (STEM and lea-dership) as more problematic than gender imbalances in female-dominated, caregiving careers (HEED).
We conducted this survey to examine if and how gender dynamics are playing out in the 2020 presidential election. We’re sharing these findings to raise awareness of underlying factors that may be influencing voters’ perceptions of the candidates.
This article provides a brief literature survey, focusing on the theory of “parental alienation” which operates as a primary vehicle for making abuse invisible in custody litigation. This Article reports on the co-authors’ pilot study, which begins empirically mapping family courts’ uses of this theory. These pilot results provide preliminary empirical support for the critiques from the field.