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Diversity Management: Towards a Theory of Gender Sensitive Practices

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Diversity Management: Towards a Theory of Gender Sensitive Practices Bulletin of Education and Research December 2016, Vol. 38, No. 2 pp. 293-306 Diversity Management: Towards a Theory of Gender Sensitive Practices Nighat Ansari * Nasira Jabeen** Amani Moazzam Baig * and Yaamina Salman*** _______________________________________________________________ Abstract The resource-based view of the organization conceptualizes diversity as a valuable, scarce and difficult to imitate resource. The phenomenon of diversity, specifically gender diversity, is fast becoming an inevitable reality for the contemporary organizations as an increasing number of female workers are joining the formal work force both in the developed as well as the developing world. While ample focus exists upon recruitment, managerial training and a change in overall culture of the organization for effective diversity management, empirical research to study the share of organizational practices in creating a conducive (or hostile) work climate for the newer variety of workers remains sparse. This qualitative research study, conducted in the public sector using the Federal Civil Service of Pakistan as the context, purported to examine the role of organizational practices in the overall agenda of managing (or mismanaging) diversity in the organizations. It was revealed from the empirical data of this study that the so called „gender neutral‟ practices of the organizations, pertaining to face- time system24/7, job rotation and training & development, are in fact thoroughly oriented towards the traditional male worker and evidently responsible for creating a significant stumbling block in the job performance of female employees. It was also found that the organizations‟ bid to cater the heterogeneous work force of today with the homogeneous policies of yesterday is in direct discord with the basic tenet of diversity management pertaining to acknowledging, supporting and appreciating the heterogeneous perspectives and proves counterproductive in carrying out the diversity agenda. The paper discusses policy implications in view of the changing landscape of our work organizations and emphasizes on diversity management practices using gender sensitive rather than gender neutral practices at workplace. Keywords: Diversity management, Gender sensitive, Gender neutral, Heterogeneous work force, Homogeneous policies, Federal Civil Service. * Assistant Professor, Institute of Administrative Sciences, University of the Punjab, Lahore-Pakistan. Email: [email protected] , [email protected] ** Professor, Institute of Administrative Sciences, University of the Punjab, Lahore-Pakistan. Email: [email protected] *** Lecturer, Institute of Administrative Sciences, University of the Punjab, Lahore Email: [email protected] Diversity Management: Towards a Theory of Gender Sensitive Practices 294 Introduction The globalized economy and the resulting heightened competition in the corporate sector have brought the importance of work force diversity to the fore. Diverse competencies, varied perspectives and range of skills are considered an important competitive edge in today‟s business institutions. Richard (2000) taking the resource-based view of the organization, conceptualizes diversity as a valuable, scarce and difficult to imitate resource. Diversity in the work force, is defined by the Equal Employment Opportunity Commission (EEOC, USA)as differences in gender, racial-ethnicity, and age and has no longer been an option but an inevitable feature of contemporary organizations. Diverse work force is considered an apt response to the diverse customers / markets resulting from internationalization of businesses and a valuable resource for the organizations with a learning and creative orientation. A growing body of research has linked the productive organizational processes and outcomes such as group performance, creativity, problem solving with diverse pool of talent in the work force (Williams & O‟ Reilly, 1998; Van Knippenberg & Schippers, 2007).Higher staff motivation and retention; reduced recruitment costs; improved employer image and an improved talent pool have been enumerated as the direct benefits of diversity policies (Rajan, 2003).Accordingly, working through diversity to the best of their advantage has become a strategic imperative for many organizations that have an agenda to profit from the expanding opportunities and reaping the full potential of this vicissitude. Top five reasons for the pursuit of diversity management initiative reported in a survey of Fortune 100 companies comprised: better utilization of talent, increased marketplace understanding, enhanced breadth of understanding in leadership positions, enhanced creativity and increased quality of team problem-solving (Diversity Rationale Poll cited by Robinson & Dechant, 1997).However, simply having a diverse work force or generating a wider pool of talent does not guarantee the competitive advantage associated with diversity unless effective diversity management practices are implemented and a conducive work climate is created to foster the optimum utilization of diverse human resources irrespective of gender. Organizations vary in their orientations towards diversity as well as its management. Diversity is perceived as regulatory compliance, as social justice, as the responsibility of only part of the organization, such as HR, as a strategic planning outcome, or as a community-focused activity (McMahon, 2006). Differences in the perception about diversity dictate the amount of responsiveness the organizations are willing to display in supporting the differing needs of a diverse work force (Hastings, Nighat, Nasira, Moazzam & Yaamina 295 2006). Many organizations may appear diverse because of their compliance with various equal employment legislations; yet, they are not necessarily reaping the perceived benefits of this diversity due to their lack of understanding about and response towards diversity management issues and challenges. According to the literature about best practices to manage diversity in organizations, the management and leadership perspectives about diversity need to be redefined (Jones, 1989) along with a change in the overall organizational culture in order to make diverse talent pool a competitive advantage. It talks about the need for an appropriate level of commitment, strategy, communication, and concrete changes in organizational structure and processes (Kreitz, doctoral thesis, 2008) for building and sustaining diversity. Thomas (1992; p. 10) advocates fora “comprehensive managerial process for developing an environment that works for all employees” (Thomas, 1992, p.10).It, however, remains to be empirically investigated whether organizations actually strive to change their processes and practices, and to what extent,as a response to the divergent needs of a diverse work force. Theory of Gendered Practices in Organizations The minimal participation in the work force of about half of the world‟s population has been explained through the concept of „occupational closure‟ (Parkin, 1974) which predicating the professional arena with purely masculine identity and ideology has worked to deprive it of a valuable phenomenon of diversity in skills, attitudes and capacities. The marginalization of feminine gender and their exclusion from the mainstream economic activity is tantamount to wastage of precious human resource which if managed properly and efficiently can extend a valuable contribution to the world‟s overall economic and social well-being. A vast amount of literature attempting to explain the mechanism of women‟s marginalization in the work place through various theoretical approaches (Kanter, 1977; Greenhaus et al., 1990; Crompton, 1997; Alvesson & Due Billing, 2009; Calas & Smircich, 2006; Poggio, 2006) has identified a number of organizational processes apparently responsible for continued incidence of gender discrimination in the work place. The discriminatory organizational practices not only limit the desired movement of talent between organizational ranks, but also reportedly impact the quality of employees‟ organizational experiences rendering less-positive attitudes of female employees toward their jobs and less engagement in their work (Ensher, Grant-Vallone & Donaldson, 2001 cited by Welle & Heilman, 2005). Diversity Management: Towards a Theory of Gender Sensitive Practices 296 In the context of gender discrimination, a line of theorizing that has captured the attention of contemporary researchers explains the phenomenon of gender segregation through structural factors. According to this reasoning, the structures of the labor market and of society in general are responsible to produce and reproduce gender asymmetries in the world of work and organizations (Kanter, 1977; Acker, 1992). Gender relations are practiced at many levels of the organizational structures and practices, varying from the explicit to the more subtle, including the ways in which work is organized, defined, rewarded and represented (Edwards & Wajcman, 2005). According to Bobbit-Zeher (2011), discrimination needs to be considered a part of the overall process of the larger gender system in order to obtain a fuller comprehension. This entails investigating the cultural view of gender ideology, the structural aspects of organizations that segregate gender, formal policies and the attitude as well as the behaviors of institutional actors who initiate and enforce such policies in everyday work practices. Moss Kanter (1977) asserts that gender differences in organizational
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