Linking Gender with Human

Resource Management

Gender Fairness as Good Business Practice

An inter-Active Workshop on Gender
January 17, 2008 Orchid Garden
 Presentation Flow
Strategic Human Resources
Management
Global Reality in the Workplace on
Gender
Workplace Statistics in the
Philippines
Framework on Gender-Based HRM
Linking Gender with HRM Policies and
Practices
 STRATEGIC HUMAN RESOURCE
MANAGEMENT
The linking of HRM with strategic goals and
objectives in order to improve business
performance and develop organizational
cultures that foster innovation and
flexibility.
 Strategic Human Resource
Management

Human Resource Organizational

Management Performance

Organizational
Culture
 Global Reality

The past decades have seen an increasing number

of women in the workplace.
In the 1960s, less than a third of the women
worked; today, more than 50 percent of
female adults work.
Perhaps, this has led to a change in gender roles.
While there is more openness to women
joining the workforce, there is still gender inequality
in the workplace.
 HR Role Framework in Creating Change
(Dave Ulrich)

People Change
Employee
Champion Agent
concerned with identifying and
deals with day to day problems,
developing new behaviors
needs and concerns of individual
that will sustain a companys
employees
competitiveness

Operational Strategic
Focus Focus
concerned with designing and focuses on aligning HR strategies and
delivering HR processes efficiently practices with business strategy

Administrative Strategic
Expert Process Partner
 Global Reality
Glass-ceiling (barrier for women in
important positions)
Glass-walls (limit women to certain
occupations)
Womens income are less than mens in
similar positions
Men tend to have higher-level jobs than
women even if literacy and educational
levels are the same across genders
 Global Reality
Based on Work Orientation
Survey
There is less job satisfaction in women
than in men
Their (women) work provides low
income, less opportunities for
advancement
Work does not allow them to work
independently
11/6/2017
11/6/2017
 Women vs. Men: Education Stats
1 out of 3 employed women, or 32.8 % of
total 12.8M in 2006 reached college
1 out of 5 men, or 22.5% of the total
20.156M employed reached college
In 2007, more employed women 1 out of
5 had completed college compared to 1
out of 10 men.
11/6/2017
Performance Framework

Performance = f (A, M, E)
 Theories of Motivation
Needs Organization and
Leadership
Maslows Hierarchy
Herzbergs 2-Factor McGregors X and Y
McClellands Needs Argyris

Learned Behaviors Goals and

Expectancy
Skinners Reinforcement
Lawler and Porters Lockes Goal
Reward and Satisfaction Vrooms Expectancy
Adams Equity
 EMPLOYEE WORK
MOTIVATION
ENVIRONMENT
Does s/he want
to do it? Is the organization
Supportive?

Performance

EMPLOYEE
ABILITY

Can s/he do it?

Maslows Hierarchy

Meaning
Self-Esteem
Relationships
Well-Being and Safety
Basic Physiological
11/6/2017
 McClellands
Need for Achievement (N Ach)
Need for Affiliation (N Aff)
Need for Power (N Pow)

Needs are learned

and can be taught
 Mc Gregors
Theory X
People inherently dislike
work and when possible
will avoid it
They have little ambition,
tend to shun responsibility
and prefer to be directed
Theory Y
Work is a natural
phenomenon and if
conditions are favorable
people will not only accept
responsibility but will seek it
If people are committed to
organizational objectives,
they will exercise self-
direction and self-control
Expectancy Theory
Individuals have
expectancies about the
consequences of their
behavior and that a person
will act in order to achieve
desired outcomes.

The higher a persons

expectations of receiving a
reward, the harder he will
work
 Goal Setting (Locke)
Goals enhance an
employees
performance
Challenging Goals
Self-efficacy,
Feedback and
environment

High Satisfaction High Performance

Meaningful
Rewards
 Equity

An individual who perceives inequity in

his compensation will be dissatisfied.
Equity deals with two levels,
balance between outcome achieved and
input required, and
balance in comparison with co-workers
Filipino Hierarchy of Needs
(A Study of 176 Dept. Heads of 38 govt. corps)
1. Physiological
2. Self-realization
3. Security and safety
4. Social
5. Status and Prestige

According to Andres
First stage: Upang makaraos (survival)
Second stage: Upang Maayos ang buhay (stability)
Third stage: Upang maging maunlad and buhay (advancemen
Fourth stage: Upang may sarap sa buhay (enjoyment)
Fifth stage: upang may papel (esteem)
A FILIPINO PERSPECTIVE ON MOTIVATION

3 BASIC AIMS THAT MOTIVATE AND CONTROL BEHAVIOR

Social Acceptance Maging Taong Ginagalang at

Respectable; value of pakikisama (going along with)
motivation is strongly related to supervisory style

Economic Security Maging Taong Kumikita at

Responsible; instrumental to this goal is the value of
familism

Social Mobility Maging Taong Malakas at

Importante; character of pagkatao
(personal dignity)
Intrinsic Motivation:

.the challenge to ones ability

.achieving a stature
that one values
11/6/2017
 The work environment
Responsibility-

Meaningful Interest Autonomy

Accountability

The job Challenge

Achievement

Results feedback
The leader
Mutual Trust

Targets agreed

Involvement
Colleagues Recognition
Support
Financial
Organization Capability
Work is core to my existence as a woman
because I have tested myself. I tried
staying homeparang something was
missing.I was always a working wifeso
for me work is a vehicle for fulfillment in
terms of talents and abilities coming out.

Participant in the 2004

Work Orientation Survey
Conducted by PMAP
PERFORMANCE FRAMEWORK

EMPLOYEE

REWARDS

PERFORMANCE
FACTORS ARE MET

HIGH JOB
SATISFACTION HIGH PERFORMANCE
 GENDER-FAIR WORKPLACE

EMPLOYEE

NEEDS OF MEN NEEDS OF WOMEN

UNIQUE LIFE SITUATIONS UNIQUE LIFE SITUATIONS

HIGH JOB SATISFACTION

HIGH PERFORMANCE
 Strategic Gender-Based Human Resource Management

Compensation Selection,
and Rewards Staffing and
Placement
Organization
Vision, Performance
Mission and Employee GENDER Management
and
Values, Well-being
Coaching

Strategy and LINK

Goals Career
Leadership
Development
Development
and
Succession Training
Planning and
Development
 Gender Link to HRM Policies &
Practices
Selection, Recruitment & Placement
No discrimination based on gender
Preferential hiring
Gender-fair Placement Practices (break
the glass-ceilings & glass-walls)
Compensation & Rewards
Pay for the Person
Pay for the Position
Pay for the Performance
 Gender Link to HRM Policies &
Practices
Employee Well-being
Structures, programs and systems that are
gender-fair and gender specific
Leaves
Flexible time
Home based work arrangement
Flexible benefits
Counseling Services
Performance Management & Coaching
Meaningful and objective System
 Gender Link to HRM Policies &
Practices
Leadership
EQUAL
Development
OPPORTUNITIES
Training and SUPPORTED BY
Development POLICIES,
Career and STRUCTURES
Succession AND RESOURCES
Planning
THANK YOU!