GENDER INEQUALITY AT WORKPLACE

Submitted in partial fulfillment of the requirements for the award of the degree

Bachelor of Business Administration (BBA)

To

Guru Gobind Singh Indraprastha University, Delhi

Guide Submitted by

MS TINU ANAND SARTHAK ARORA

ASSISTANT PROFESSOR 07619101718

Gitarattan International Business School

New Delhi -110085

Batch 2018-21

i
 CERTIFICATE OF THE ORGANISATION

I,MR SARTHAK ARORA, Enrolment No.07619101718 certify that Project Report/Disseration

(Paper Code BBA-312) entitled “GENDER INEQUALITY AT WORKPLACE”s done by me

and it is an authentic work carried out by me at „GITARATTAN INTERNATIONAL

BUSINESS SCHOOL‟. The matter embodied in this Report has not been submitted earlier for

the award of any degree or diploma to the best of my knowledge and belief.

Signature of the Student

Date:

Certified that the Project Report/Dissertation (Paper Code BBA-312) entitled

“GENDER INEQUALITY AT WORKPLACE” done by Mr.SARTHAK ARORA,

Enrolment No. 07619101718, is completed under my guidance.

Signature of the Guide

Date:

Mrs.Tinu Anand

(ASSISTANT PROFESSOR)

Gitarattan International Business School

110085

Countersigned

Director/Summer Training Coordinator

ii
 ACKNOWLEDGEMENT

I , SARTHAK , pay my gratitude and sincere regards to Dr. Pooja Chaturvedi , my project guide

for giving me all possible assistance to complete the project. I am thankful to her as she has been

a constant source of motivation and inspiration. I am also thankful to her for giving suggestions

and encouragement throughout this project work.

I express my gratitude to Prof..B.S Hothi (Director) Gitarattan International Business School for

providing full moral support . I am also indebted to all faculty members their continuous ,

encouragement , support and guidance .

I am also thankful to my family and friends for constantly motivating me to complete the project.

SARTHAK ARORA

07619101718

iii
 EXECUTIVE SUMMARY

1.Title of the Project

GENDER INEQUALITY AT WORKPLACE

2. Introduction

Gender inequality in organizations is a complex phenomenon that can be seen in organizational

structures, processes, and practices. For women, some of the most harmful gender inequalities

are enacted within human resources (HRs) practices. This is because HR practices (i.e., policies,

decision-making, and their enactment) affect the hiring, training, pay, and promotion of women.

Age discrimination in the workplace is also a common issue specifically for women. They‟re

often overlooked for a promotion under the assumption that they might get pregnant soon. Or,

they‟re not easily given a chance to move their career forward and take on challenging tasks once

they return at work after a short break.

In most countries, more women have now access to high education and they‟re performing better

than their male students. We‟re surrounded by strong females who openly take a stand against

inequity and influence other women to do the same.

But we can‟t truly fight gender inequality in the workplace just by sitting around and waiting for

things to change, or even voicing a desire to make things better. We need to get proactive if we

want to achieve gender balance.

iv
and specifically in leadership roles, it‟s not a quota you want to reach. Let‟s say you actively

look for and hire more women in senior-level jobs at your company. If you don‟t support those

women, then they won‟t be able to make a difference in the organization. If you don‟t support

career growth for the rest of your women who now hold an entry-level position, then soon you‟ll

face gender imbalance again.

If you want to fix gender inequality in the workplace, you have to fight the problem at its roots.

You need to implement company-wide policies that promote equity, you need to train executives

and employees across all levels on biases and you need to engage the “privileged” group – men –

in discussions on why gender balance is important.

Only when we‟ve all realized why equity in the workplace is important and when we‟re all

committed to fight discrimination, we‟ll be able to truly create work environments where every

employee has equal rights in leading and thriving.

Gender differences in paid and unpaid time at work are an important aspect of gender inequality.

Women tend to spend more time on unpaid household and family care work, and men spend

more time in paid work. This unequal distribution of time creates barriers to women‟s

advancement at work and reduces women‟s economic security.

Technological innovation through machine learning, robotics, and artificial intelligence is likely

to automate many tasks and jobs, thus improving productivity, freeing time, and allowing fewer

workers to do more. Technological innovation presents an opportunity to rethink the distribution

of time spent on paid and unpaid

work, tackle the inequality in the division of domestic and care work between women and men,

and provide time for upskilling and lifelong learning needed to benefit from future opportunities.

v
This first section of this report presents analysis on why work hours matter to gender equality,

and what role time-related policies may play in reducing gender inequality, and more generally,

social and economic inequality. The findings show women‟s growing contribution to paid work

and highlight that, as women‟s average hours at work have increased, men‟s have not declined.

Inequality in paid and unpaid time has remained particularly stark between mothers and fathers.

The report then highlights the growing inequality between those who work a lot and those who

work intermittently, part-time, or part-year. In addition, the analysis shows that this polarization

in paid time at work is increasingly exacerbating racial inequalities.

The second section of the report focuses on changes in the quality of time at work and workforce

policies around scheduling, location, and paid time off. The report notes how a growing lack of

schedule control and the absence of paid leave rights reinforce economic and racial/ethnic

inequalities and are particularly harmful to parents. The report ends with recommendations to

achieve a healthier and more equal distribution of hours worked.

3.Objectives and Scope

3.1 Objectives

1.Create an enabling environment that is free from gender-bias, specifically addressing the

special needs of women, such as but not limited to pregnancy,family responsibility, childcare.

vi
2.Take reasonable steps to facilitate the employment equity targets as set out in the Employment

Equity Plan through measures that would ensure the successful advancement of women beyond

formal and equal access.

3.Promote gender equality and diversity on all campuses through education and training.

4.Provide an effective dispute resolution mechanism for the protection of women from unfair

gender discrimination.

5.Identify and remove gender inequalities that may exist, i.e. denying women (both staff and

students) fair access to resources, employment opportunities, advancement and academic

achievement.

3.2 SCOPE

This study is depicting that most countries still have laws that make it harder for women to work

than men. This inequality shortchanges not only women but also entire economies. Companies

across the globe should start taking steps to offer equal pay for women as they are no longer

considered as a weak gender anymore. Pay should be reliant on job role, and a regular pay

structure needs to be introduced to improve transparency and to eliminate discriminatory pay rate

issues. Contrarily, conducting an annual pay audit can be done to evaluate whether gender bias is

taking place in an organization or not.

So, Govt. should tackle the unfair laws and policies biased against women.

vii
4.Challenges of the study

Problems associated with gender inequality are as follows:

1.Racism:Unfortunately, race seems to play a major role in how women are treated and

compensated in the workplace. The pay a woman receives may vary depending on her race and

ethnicity.

2. Women are promoted less often than men:Despite being more educated than men and

constituting nearly half of the workforce, women are promoted at work far less often than men.

3 Sexual harassment: An obstacle that many women face in the workforce is sexual harassment.

4. Fear of asking to be paid what you‟re worth:Women often struggle with asking for higher pay

in a job. While related to the issue of unequal pay, fear of discussing money is a separate issue

that affects women more significantly than men

5.The gender discrimination as well as the discrimination practices critically affects the health of

the people and also the significant growth of the concerned organization.

5.Methodology:

5.1 Methodology for data collection

The data was collected from both primary and secondary source. The primary data shall be

collected through questionnaire. This questionnaire aims to gather information about the viewers

viii
preferences on the different attributes.The secondary data shall be collected through, websites,

journals, books and other sources.

The variables used in this study are gender inequality and society where gender inequality is

being the independent variable and society being the dependent variable.

5.2 Techniques for Data analysis

a) Sampling tools and techniques: Percentage analysis and simple random sampling will be used.

b)Sample Size & Data Collection: From the total population of Delhi/ NCR, 59 people will be

choosen as sample size for the study and the data is collected through a Structured Questionnaire.

c)MS-EXCEL will be used as research tool.

ix
 TABLE OF CONTENTS

S No Topic Page No

1 Certificate (s)

2 Acknowledgements

3 Executive summary

4 List of Tables

5 List of Figures

6 List of Symbols

7 List of Abbreviations

8 Research Project Directive

9 Chapter-1: Introduction

10 Chapter-2: Literature Review

11 Chapter-3: Data Presentation & Analysis

12 Chapter-4: Summary & Conclusions

13 Chapter-5: Recommendations

x
14 References/Bibliography

15 APPENDIX

LIST OF FIGURES

Table No Title Page No

1 Distribution of the Total Sample with respect to Age

2 Distribution of the Total Sample with respect to Gender

LIST OF SYMBOLS

S No Symbol Nomenclature & Meaning

1. > More Than

2. @ At the rate

xi
 LIST OF ABBREVIATIONS

S No Abbreviated Name Full Name

1 Govt. Government

2 WB World Bank

SCHEME FOR GUIDING RESEARCH PROJECT FOR BBA SEMESTER VI

OBJECTIVE

Each faculty member has been assigned certain number of students to guide them in their Project

Work to be conducted by them in semester-VI. Each guide must discuss and educate students

during the allotted hours in the Time Table for doing Project Work systematically and

scientifically.

Faculty Members are suggested to prepare 15 titles preferably on Interdisciplinary topics/ Social

issues/ Govt specified thrust areas like Aatmnirbhar Bharat, Local for Vocal etc. Research

topics are to be submitted to Programme Coordinator, BBA by 26 February 2021.

TOPICS FOR DISCUSSION WITH THE STUDENTS

1.Project Guidelines:Project Guidelines should be discussed on all aspects which are included

in the Circular, with the focus on following aspects along with DEMONSTRATION:

xii
 (a) Synopsis Writing

(b) Writing of Objectives & Scope

(c) Methodology

(d) Formatting

(e) Writing of Executive Summary

2. Review of Literature: Discuss & DEMONSTRATE

(a) How to review, extract and incorporate/write literature related to the topic of

Project Work in the relevant Chapter.

(b) Minimum JO papers related to the topic of Project Work with proper

references are to be include.

3 Fundamentals of Research: Discuss & DEMONSTRATE

xiii
 (a) Basics of Research Design

(b) Sampling Methods & their Implementation relevant to the topic

(c) Questionnaire Design, Language & Validation related to the topic

(d) Formulating Hypothesis & its Testing Methods (conduct exercises)

(e) Methods of Data Organisation & Presentation (such as creating frequency

tables, Pie/Bar charts etc, Dos & Don'ts)

(f) Data Interpretation & Drawing Inferences (conduct exercises)

3. Research Techniques:

(a) Discuss Techniques to be used in the Project (both theoretical & practical

aspects)

xiv
 (b) Demonstrate use of Techniques

(c) Use of statistical tools such as SPSS, Excel etc. will be preferred.

University Scheme for Project & Evaluation

As per the syllabi of BBA (Paper code BBA-312), students of Semester VI are to write a project

report worth six credits. The evaluation of project report has two components, viz.

(a) External: Project Viva (50 Marks), by external examiner on the basis of viva & project report.

(b) Internal: Conduct & Submission Project Report (50 Marks), it involves conduct of study &

submission of report and presentation at the Institute.

The Guidelines for methodology to be adopted for conducting the project are attached as

Appendix-B. The format for compilation of project report is attached as Appendix-

C. Project reports are to be compiled as per laid down guidelines.

Final Report

xv
The Guidelines for methodology to be adopted for conducting the project are attached as

Append ix-A. The format for compilation of project report is attached as Appe ndix -B. Project

reports are to be compiled as per laid down guidelines

Schedule

The schedule , various milestones and evaluation methodology is given in the table below. The

schedule is to be adhered to by all the students:

To be Completed by Activity Marks Remarks

Date Allotted

01.03.2021 Project Briefing & Allocation of Guides -

01.03.2021-07.03.2021 Allocation of Titles by respective Guides 5 As per Annendix A.

17.03 .2021 Submission of Project Proposal/syn opsis - As per Append ix A.

and

minimum 5 LR in support to the proposal

to respective Project Faculty

xvi
27.03.2021 Submission of questionnaire, Sampling 5

and

another 5 (minimum) LR in support of

questionnaire and Sampling.

07.04.2021 Submission ofraw data sheet for 50 (min) 5

respondents, report on Data collection

technique.

24.04.2021 Complete Data sheet along with analvsis. 5

04.05.2021 Conclusion for all tables of analysed data 5

11.05.2021 Submission of 1st Chapter - -

17.05.2021 Submission of 2nd Chapter 5

24.05.2021 Submission of 3rd Chapter -

31.05.2021 Submission of Draft Report(completed) 5 As per Appendix B &

C.

01.06.2021 to Internal Viva Voce. IO

04.06.2021

07.06.2021 to Submission of Hard Bound Copies and 5 As per Appendix B &

CD C.
12.06.2021

xvii
21.06.2021 to External Viva. 50

25.06.2021

(Provisional)

Total Marks 100

xviii
 CHAPTER-1

1.1 INTRODUCTION

Gender inequality in organizations is a complex phenomenon that can be seen in organizational

structures, processes, and practices. For women, some of the most harmful gender inequalities

are enacted within human resources (HRs) practices. This is because HR practices (i.e., policies,

decision-making, and their enactment) affect the hiring, training, pay, and promotion of women.

Age discrimination in the workplace is also a common issue specifically for women. They‘re

often overlooked for a promotion under the assumption that they might get pregnant soon. Or,

they‘re not easily given a chance to move their career forward and take on challenging tasks once

they return at work after a short break.

In most countries, more women have now access to high education and they‘re performing better

than their male students. We‘re surrounded by strong females who openly take a stand against

inequity and influence other women to do the same.

But we can‘t truly fight gender inequality in the workplace just by sitting around and waiting for

things to change, or even voicing a desire to make things better. We need to get proactive if we

want to achieve gender balance.

and specifically in leadership roles, it‘s not a quota you want to reach. Let‘s say you actively

look for and hire more women in senior-level jobs at your company. If you don‘t support those

women, then they won‘t be able to make a difference in the organization. If you don‘t support

career growth for the rest of your women who now hold an entry-level position, then soon you‘ll

face gender imbalance again.

1
If you want to fix gender inequality in the workplace, you have to fight the problem at its roots.

You need to implement company-wide policies that promote equity, you need to train executives

and employees across all levels on biases and you need to engage the ―privileged‖ group – men –

in discussions on why gender balance is important.

Only when we‘ve all realized why equity in the workplace is important and when we‘re all

committed to fight discrimination, we‘ll be able to truly create work environments where every

employee has equal rights in leading and thriving.

In an age where we talk about equal rights for men and women, there are still occurrences of

people being discriminated against because of their gender. Gender discrimination is not an

issue, which one can ignore or tolerate silently. People should realize that gender discrimination

at workplace is a serious form of employment discrimination, which should not be discharged.

Gender based discrimination is defined as undesirable action or differential treatment against a

person that would not have occurred if the person had been of another sex. Gender

discrimination is considered as a serious form of injustice and is illegal in certain circumstances

in most of the countries around the world.

There is a need to develop organizational culture compatible to societal values that supports and

motivates more women to participate in the economic and national development activities. There

is a challenging task for the organization in future to retain and welcome the rapidly increasing

women‘s participation in the work force both in public and private sector.

Workplaces create conflict among women when they evince approval of women who adhere to

traditional feminine stereotypes (passive, nurturing, and allowing male supervisors to take the

spotlight), but disapproval for women who buck such stereotypes. The most common workplace

2
conflict among women is the generational conflict between older women who made it to the

highest levels in their companies by closely following a traditional masculine career path and

younger women who seek more flexible options, including part-time work.

Because most gender bias is subtle rather than overt, policies and procedures that appear to be a

facially neutral, objective, and job-related may be applied in ways that lead to fewer hiring and

promotion opportunities, lower compensation, poor performance evaluations, more frequent

disciplinary actions, and greater termination rates among women. These patterns result when

managers base their employment decisions on biases rather than job performance. Decisions

based on bias rather than legal job related reasons often will end up penalizing talented workers

and rewarding less talented ones. As a result, such decisions may well expose productivity and

negatively affect employee morale.

3
1.2 Objectives of Study

•Create an enabling environment that is free from gender-bias, specifically addressing the special

needs of women, such as but not limited to pregnancy,family responsibility, childcare.

•Take reasonable steps to facilitate the employment equity targets as set out in the Employment

Equity Plan through measures that would ensure the successful advancement of women beyond

formal and equal access.

•Promote gender equality and diversity on all campuses through education and training.

•Provide an effective dispute resolution mechanism for the protection of women from unfair

gender discrimination.

•Identify and remove gender inequalities that may exist, i.e. denying women (both staff and

students) fair access to resources, employment opportunities, advancement and academic

achievement.

1.3 SCOPE OF STUDY

This study is depicting that most countries still have laws that make it harder for women to work

than men. This inequality shortchanges not only women but also entire economies. Companies

across the globe should start taking steps to offer equal pay for women as they are no longer

considered as a weak gender anymore. Pay should be reliant on job role, and a regular pay

structure needs to be introduced to improve transparency and to eliminate discriminatory pay rate

issues. Contrarily, conducting an annual pay audit can be done to evaluate whether gender bias is

taking place in an organization or not.

4
So, Govt. should tackle the unfair laws and policies biased against women.

1.4 Problems/Limitations of study

Problems associated with gender inequality are as follows:

1.Racism: Unfortunately, race seems to play a major role in how women are treated and

compensated in the workplace. The pay a woman receives may vary depending on her race and

ethnicity.

2. Women are promoted less often than men: Despite being more educated than men and

constituting nearly half of the workforce, women are promoted at work far less often than men.

3 Sexual harassment: An obstacle that many women face in the workforce is sexual harassment.

4. Fear of asking to be paid what you‘re worth: Women often struggle with asking for higher pay

in a job. While related to the issue of unequal pay, fear of discussing money is a separate issue

that affects women more significantly than men

5.The gender discrimination as well as the discrimination practices critically affects the health of

the people and also the significant growth of the concerned organization.

1.5 Research Methodology:

1.5.1 Methodology for data collection

5
The data was collected from both primary and secondary source. The primary data shall be

collected through questionnaire. This questionnaire aims to gather information about the viewers

preferences on the different attributes.The secondary data shall be collected through, websites,

journals, books and other sources.

1.5.2 Techniques for Data analysis

a) Sampling tools and techniques: Percentage analysis and simple random sampling will be used.

b) Sample Size & Data Collection: From the total population of Delhi/ NCR, 59 people will be

choosen as sample size for the study and the data is collected through a Structured Questionnaire.

c)MS-EXCEL will be used as research tool

1.6 Variables used in the study

The variables used in this study are gender inequality and society where gender inequality is

being the independent variable and society being the dependent variable.

1.7 Unit of analysis

Units of Analysis are the objects of study within a research project. In sociology, the

most common units of analysis are individuals, groups, social interactions, organizations and

6
institutions, and social and cultural artifacts. In many cases, a research project can require

multiple units of analysis.

Identifying your units of analysis is an important part of the research process. Once you have

identified a research question, you will have to select your units of analysis as part of the

process of deciding on a research method and how you will operationalize that method.

The unit of analysis of my research topic is organizational analysis.

7
 CHAPTER-2

LITERATURE REVIEW

2.1 Research Paper

Research paper and articles were studied and points of interests were noted and mentioned in the

report.

1.The State of Gender Inequality in India

Author-Sumanjeet Singh, TOI

Despite a high growth rate and plentiful Govt. measures to encourage gender equality, the

gender gap still exists in India. Lack of gender equality not only limits women‘s access to

resources and opportunities, but also imperils the life prospects of the future generation. In the

present article an attempt has been made to examine the problem of gender inequality in India. In

this process, the article not only discusses the extent, causes and consequences of the problem,

but also suggests policy measures to reduce gender inequality in India.

2.Discrimination kills 230,000 girls under five in India each year, study shows

Author-Karan Mcveigh,

Hindustan times Hundreds of thousands of young girls in India die every year because of

―invisible discrimination‖, according to research published in the Lancet Global Health.

Researchers from the International Institute for Applied Systems Analysis estimate an average of
8
239,000 girls under five in India die each year, or 2.4 million in a decade, because of their

gender. Many of the deaths were due to neglect, both within their families and from health

practitioners, as well as an ―invisible, routine and continued‖, bias Indian girls experience in

food allocation. Studies have shown that Indian girls receive less education, have poorer

nutrition and get less medical attention than boys. Gender-based discrimination towards girls

doesn‘t simply prevent them from being born, it may also precipitate the death of those who are

born,‖ said Guilmoto. ―Gender equity is not only about rights to education, employment or

political representation. It is also about care, vaccination and nutrition of girls, and ultimately

survival.‖

3.Achieving Gender Equality in India: What Works, and What Doesn’t

Author-Smriti Sharma,Economic times

Discrimination against women and girls is a pervasive and long-running phenomenon that

characterises Indian society at every level.India‘s progress towards gender equality, measured by

its position on rankings such as the Gender Development Index has been disappointing, despite

fairly rapid rates of economic growth. In the past decade, while Indian GDP has grown by

around 6%, there has been a large decline in female labour force participation from 34% to 27%.

The male-female wage gap has been stagnant at 50% (a recent survey finds a 27% gender pay

gap in white-collar jobs). Crimes against women show an upward trend, in particular brutal

crimes such as rapes, dowry deaths, and honour killings. These trends are disturbing, as a natural

prediction would be that with growth comes education and prosperity, and a possible decline in

adherence to traditional institutions and socially prescribed gender roles that hold women back.

9
4. Gender inequalities in the workplace: the effects of organizational structures, processes,

practices, and decision makers’ sexism

Author- Department of Psychology, University of Guelph, Guelph, ON, Canada

Gender inequality in organizations is a complex phenomenon that can be seen in organizational

structures, processes, and practices. For women, some of the most harmful gender inequalities

are enacted within human resources (HRs) practices. This is because HR practices (i.e., policies,

decision-making, and their enactment) affect the hiring, training, pay, and promotion of women.

We propose a model of gender discrimination in HR that emphasizes the reciprocal nature of

gender inequalities within organizations. We suggest that gender discrimination in HR-related

decision-making and in the enactment of HR practices stems from gender inequalities in broader

organizational structures, processes, and practices. This includes leadership, structure, strategy,

culture, organizational climate, as well as HR policies. In addition, organizational decision

makers‘ levels of sexism can affect their likelihood of making gender biased HR-related

decisions and/or behaving in a sexist manner while enacting HR practices. Although we portray

gender inequality as a self-reinforcing system that can perpetuate discrimination, important

levers for reducing discrimination are identified.

5.How India's workforce participation rate of women has sharply declined over the years?

Author-Malini Goyal, ET Bureau

While India has become the world‘s 5th largest economy, its workforce participation rate of

women has sharply declined and today compares with that of Arab nations. Seven experts weigh

10
in on the reasons and suggest ways to spur more women to join the workforce The 2017

Maternity Benefit Act increased paid maternity leave to 26 weeks. While progressive, it is

important to ascertain if this has led to any employers‘ bias against hiring women. Employers‘

initiatives like subsidised childcare and remote working too are critical in helping women return

to work. Among initiatives that could help, mandating a certain percentage share for women in

the workforce for every firm could help. A viewpoint exists that things will not improve unless

patriarchy is challenged. To counter this, the finance minister can explore special benefits only

for working women. Workplace safety concerns prevent families from sending women to work.

This must be addressed urgently. Finally, mechanisation of farms in rural India requires new

training programmes to fully utilise women‘s potential

6. Denying women command posts will perpetuate discrimination.’

Author-Amit Anand Choudhary,Times of India

NEW DELHI: Countering the Centre‘s stand on denying command posts to women in the Army

on the ground of their physiological limitations and prevailing societal norms, the women

officers have told the Supreme Court that it reflected a regressive mindset of the govt., which

will perpetuate gender discrimination. Senior advocate Aishwarya Bhati, counsel for women

officers seeking permanent commission and command posting in Army, said the Centre‘s

contentions are contrary to the records and statistics which show women officers have worked

shoulder to shoulder with their male colleagues and performed extremely well- both in peace

locations as well as hostile zones. In a written note filed in the apex court on Friday, Bhati

contended that the stand taken by the Centre was unfortunate and to deny command

11
appointments to women officers would be an extremely retrograde step and pleaded the court to

intervene to uphold the sacrosanct principles of gender equality as enshrined in the Constitution.

7. Eliminating workplace discrimination leads to increased labour productivity, says

Marianne Hagen

Author: Marianne Hagen ,ET Bureau

Gender equality is simply smart economics and, having one of the highest levels of women‘s

participation in the work force, Norway has learnt that it translates directly to economic growth,

welfare and sustainability, said Marianne Hagen, Norway‘s deputy minister for foreign affairs.

While most people assume it‘s because of oil and gas, equally important is the value of female

labour participation. ―This is, contrary to the natural resources, a perpetual source of income,‖

Hagen said.

All leaders in the four-party majority govt. in Norway are women. The three top offices — prime

minister, foreign minister and finance minister — are held by women, along with those of chief

justice of the supreme court and president of the parliament. While women make up 40% of

parliament, in broader political participation, Norway has almost reached gender parity.

WB research shows that eliminating discrimination against working women has increased labour

productivity by as much as 25% across countries. A separate study by the McKinsey Global

Institute calculated that the potential benefit of closing the gender gap in the workforce would

amount to $28 trillion in global GDP by 2025. ―The facts and the lessons are clear. So at this

12
point, we should get past the why and we should direct all our attention fully on the ‗how‘ we

should fully evolve women in the labour markets,‘‘Hagen said.

Women‘s economic independence and potential can only be realised if they have full economic

rights. The effort should be to ensure equal inheritance rights, property rights and non-

discriminatory family laws. Access to quality education is also crucial. ―For young girls in

particular, this is the very basis for work and income,‖ she said.

Thirteen years ago, Norway was the first country to legislate a gender quota of 14% on the

boards of all listed firms. The ratio of women has risen from 7% since then to 40%.And contrary

to the predictions of the critics, business is booming, said Hagen.

8.Women face bias at workplaces in India, gender parity a problem at senior levels: Survey

Author: By Brinda Sarkar

NEW DELHI: Despite substantial rise in the number of women joining workforce in India,

gender parity continues to suffer, especially at senior positions, as 16 per cent of organisations

have no women on board level, says a survey.

As per the survey, 16 per cent respondents reported having no women on the board and 47 per

cent reported that there are no more than 5 per cent women in senior management roles.

The pan India survey of organisations was launched by Confederation of Indian Industry‘s(CII)

Indian Women Network(IWN),in association with EY.

13
Some of the major challenges that hinder the progress of diversity and inclusion initiatives

include, unconscious bias, ineffective implementation of policies, fewer women in leadership

roles, lack of awareness about the benefits of gender diversity, the survey noted.

According to the survey, 42 per cent female respondents said they face managerial bias. This

bias is known to be present at senior levels and affects the growth of women in the workplace.

The report further noted 69 per cent of organisations have been unable to understand the

financial benefits of diversity.

"Diversity and Inclusion (D&I) policy implementation is crucial and needs to be monitored by

senior management to assess the efficacy of the same," said Aashish Kasad, Partner and India

Region Diversity and Inclusion Leader, EY.

Responses in the survey came from over 17 states covering multiple sectors like

services,manufacturing, IT, pharma, healthcare and education.

9. Five ways to talk gender equality at the workplace.

Author:By Richa Bhattacharyya, ET Bureau

Research has proved that inclusion of women in business and decision making improves the

bottom line. ET looks at how organisations can incorporate gender equality to maximise the

potential of business growth.

1. Run Sensitisation Programmes:Gender sensitisation should form an important part of the

gender equality conversation. ―We need gender sensitisation workshops for leaders and

managers, and male employees must go through them to instil a culture that is inclusive and free

14
from biases,‖ says Jagjit Singh, human capital leader, PwC India. ―Business leaders, especially

men, make the best diversity champions,‖ adds Saundarya Rajesh, founder – president, AVTAR

Career Creators & FLEXI Careers India.

2.Gives Incentives: Incentivising is the best way to equip women to be equal partners in

corporate performances. ―Monetary incentives for measurable performance such as sales and

marketing works wonders. Opportunities to travel internationally and nationally for conferences,

study tours, exhibitions and fairs are a good investment in the valuable human resource,‖ says

Vaijayanti Pandit, senior vice-president at Jaro Education and advisor at Welingkar Institute of

Management (Weschool), Mumbai.

3. Create Women-only Networks

Create special interest groups for women – networks such as first-time or single mothers, elder

caregivers and women in joint families, says Rajesh. Spot talent in the formative stage and

groom for leadership roles, and build on women‘s strengths — multi-tasking, perseverance and

sincerity, adds Pandit.

4. Shun Stereotypes: Stereotyping of women is another important aspect to be addressed as part

of gender equality conversations, says PwC‘s Singh. ―Deep in the societal psyche, women are

looked down upon as providers of food and shelter and nothing more. Sensitising men and

women in direct and indirect ways can build the much needed confidence in women,‖ adds

Pandit.

5. Create Role Models: Identify fast-track women managers and get them to address early-career

employees in your organisation. ―Women who attain success need to spot lot more women and

15
push them up,‖ said Singh. ―Discussions on inspirational stories of successful women around the

world can do wonders to lift the spirits of other women,‖ says Pandit.

10. Women entrepreneurs show the way for workplace gender parity

Author: Smriti Irani, ET Bureau

NEW DELHI: The number of women entrepreneurs in India is on the rise and their startups,

many of whom are in the booming e-commerce space, are showing the way for gender parity at

workplace with some having as much as 50 per cent female staff, according to experts.

Women account for nearly half of the employable workforce but not all companies have such

high levels of gender parity. As entrepreneurship, once considered 'a man's cup of tea', sees a sea

change with many women taking the plunge,these new age startups are seen encouraging female

participation.

"The boom of technology, internet, and mobile has only helped Indian entrepreneurs in general

to build more scalable businesses. And that has helped women entrepreneurs! And I think that

has significantly changed the landscape," talent assessment and analytics platform Jombay

Founder Suruchi Wagh said adding 50 per cent of the workforce in Jombay comprises of women.

"Extensive exposure and equal opportunities are increasing the trend of women in India

becoming entrepreneurs as they compete with their male counterparts either during the education

or during the employment," executive search firm GlobalHunt MD Sunil Goel said.

"We can see many examples of budding women entrepreneurs who are challenging the

perception of business being 'a man's cup of tea'.

16
"These women are breaking the shackles of traditional Indian women and starting a business of

their own," Pankhuri Shrivastava Co-Founder Grabhouse.com, a community-based online

exchange for finding rented accommodation said.

Commenting on this, LabourNet, a social enterprise which enables livelihood through vocational

education co-founder and CEO Gayathri Vasudevan said, "Nationwide women across various

arena are opening up to entrepreneurial opportunities and challenges, as the impetus level from

govt. has dramatically risen with several women oriented schemes and policies."

The glass ceiling mind-set doesn't exist in the new age companies, as compared to large and

traditional firms and the ratio of women employees among start-up is encouraging. About 40 per

cent of staff at LabourNet are women.

According to a study by CoCubes.com, an online hiring assessment firm 97.2 per cent of women

aspire for higher responsibility at work place whereas the percentage of men who were found to

be responsible was little less 95.6 per cent.

11. Gender pay gap? Most people think men, women paid equally

Author:By Kala Vijayaraghavan,ET Bureau

NEW DELHI: Amid raging debate over gender pay gap globally, a survey by US-based career

resource website Glassdoor has revealed that over 70 percent of adults in 7 developed countries

believe men and women are paid equally.

According to the survey, 7 in 10 employed adults in seven countries -- United States, Canada,

United Kingdom, France, Germany, The Netherlands and Switzerland -- believe men and women

are paid equally for equal work at their employer.

17
Women feel the pinch more than their male counterparts: 70 per cent of women believe there is

equal pay for equal work at their employer compared with 77 per cent of men.

Meanwhile, a recent World Economic Forum's Global Gender Gap Report has said that it will

take over 80 years to reach gender parity in the workplace.

Glassdoor survey noted that salary inequality between men and women is still a major issue and

topic of conversation globally, however, employee sentiments and perceptions may not match

reality.

An overwhelming majority of employed adults (89 per cent) believe that men and women should

be paid equally. Moreover, Americans (93 per cent) are most in agreement that men and women

should be compensated equally.

To a question whether they would apply for work at a firm where a pay gap existed, three out of

five employees said they would not.

Women are less likely than men to apply for a job where they believe there is a gender pay gap,

and in the US, UK, and Canada, younger adults are less likely to apply to work if there is a

difference in how men and women are compensated for equal work.

According to the survey, companies hoping to attract the best talent would be wise to be

transparent about their compensation practices.

As per the latest global gender gap index by the World Economic Forum, India improved its

ranking to 108th position among 145 countries. Iceland was once again on top followed by

Norway and Finland.

18
 CHAPTER-3

DATA ANALYSIS AND PRESENTATION

This chapter aims to obtain the objective of the study by critically analyzing the qualitative data

thoroughly by examining the interviewer‘s responses and believes.

Figure 3.1 Distribution of the Total Sample with respect to Age

INTERPRETATION-Most category of respondents were of age group below 25 years with

66.1% followed by 27.1% of respondents belong to age group of 25-45 years.

19
Figure 3.2 Distribution of the Total Sample with respect to Gender

INTERPRETATION:As per this pie chart 50.8% are male respondents while 49.2% are female

employees.

Figure 3.3

20
INTERPRETATION: This pie chart depicts that participants have given neutral opinion about

the statement i.e.49.2% followed by 30.5% of respondents who have not experienced gender

inequality.

Figure 3.4

INTERPRETATION: This pie chart is depicting that gender inequality exists in the workplace

which comprises of 3 parts as mentioned above:

As you can see 54.2% of respondents have given the neutral opinion about the statement

followed by 39% who have agreed upon the same.

21
Figure 3.5

INTERPRETATION: This pie chart portraits that 74.6% of respondents have given neutral

opinion about the statement followed by 11.9% of participants who are disagree with the same.

Figure 3.6

INTERPRETATION: This pie chart showcases that 52.5% of respondents have given neutral

opinion about the statement while on the other hand 45.8% didn‘t go to desperate measure to get

one.

22
Figure 3.7

INTERPRETATION:As you can see 71.2% of employees have given neutral opinion about the

statement followed by 22% of participants who are agreed upon the same.

Figure 3.8

INTERPRETATION: This pie chart showcases that 72.9% of respondents have given neutral

opinion about the statement while on the other hand 15.3% of employees are disagree with the

same.

23
Figure 3.9

INTERPRETATION: This pie charts depicts that respondants have given neutral opinion about

the statement i.e64.4% followed by 13.6% of members who are agree with this statement.

Figure 3.10

24
INTERPRETATION: According to this statement majority of people have given the neutral

opinion about the statement i.e59.3% followed by 33.9% of participants who are disagree with

the statement.

Figure 3.11

INTERPRETATION: : This pie chart depicts that participants have given neutral opinion about

the statement i.e.64.4% followed by 22% of respondents who have agreed upon the same.

25
Figure 3.12

According to this statement majority of people have given the neutral opinion about the

statement i.e71.2% followed by 15.3% of participants who are disagree with the statement.

Figure 3.13

26
INTERPRETATION: This pie chart conveys that 50.8% of employees have given the neutral

opinion about the statement followed by 30.5% of employees who have been promoted pay wise.

Figure 3.14

INTERPRETATION: This pie chart portraits that participants have given neutral opinion about

the statement i.e.54.2% followed by 32.2% of respondents who have agreed upon the same.

27
Figure 3.15

INTERPRETATION: This pie chart depicts that 57.6% of employees are not harassed at their

workplace followed by 42.4% are neutral by the statement.

Figure 3.16

28
INTERPRETATION: According to this statement majority of people have given the neutral

opinion about the statement i.e72.9% followed by 11.9% of participants who are agree with the

statement.

Ques. Identify the type of scaling you have used to design this questionnaire. Also mention the

advantages of the scale you have used over other types of scales.

Ans. I have used likert scale to design my questionnaire. A Likert scale is an orderly scale from

which respondents choose the option that best supports their opinion. It can be used to measure

someone's attitude by measuring the extent to which they agree or disagree with a particular

question or statement.

Advantage of likert scale:

The main advantage of Likert Scale questions is that they use a universal method of collecting

data, which means it is easy to understand them. Working with quantitative data, it is easy to

draw conclusions, reports, results and graphs from the responses.

Ques. What type of sampling you have planned to used in your research and why?

Ans. I have planned to use simple random sampling in my research because Simple random

sampling is a sampling technique where every item in the population has an even chance and

likelihood of being selected in the sample. Here the selection of items completely depends on

chance or by probability and therefore this sampling technique is also sometimes known as a

method of chances. The main attribute of this sampling method is that every sample has the same

probability of being chosen.

29
Benefits of this method:

1.It is a fair method of sampling and if applied appropriately it helps to reduce any bias involved

as compared to any other sampling method involved.

2. Since it involves a large sample frame it is usually easy to pick smaller sample size from the

existing larger population.

3. This sampling method is a very basic method of collecting the data. There is no technical

knowledge required and need basic listening and recording skills.

4. Since the population size is large in this type of sampling method there is no restriction on the

sample size that needs to be created. From a larger population, you can get a small sample quite

easily.

5.The data collected through this sampling method is well informed, more the samples better is

the quality of the data.

30
 CHAPTER-4

SUMMARY AND CONCLUSION

4.1 CONCLUSION

India is still a very sexist and male-dominated country, even with all of the new developments.

There may be laws and rights given to Indian women, but they are not strongly enforced. Over

time, there have been many women who have surpassed the standards that are expected from

women especially in the workplace. In my perspective, gender inequalities in workplaces are

very harsh in contemporary society, and are illogical. Studies show that women are now capable

of doing a task as well as a male can, or in some cases, even performing better than them. Also,

researches have shown a connection between increase of gender equalities in workplaces to the

increased performance of the business as a whole. Gender prejudice in offices should no longer

be continued for it affects, not only the females, but the business as a whole. Gender inequality in

organizations is a complex phenomenon that can be seen in HR practices (i.e., policies, decision-

making, and their enactment) that affects the hiring, training, pay, and promotion of women.

Despite decades of progressive efforts, there‘s still a great deal of inequality in workplaces

across the country. In recent years, the govt., employees, and many businesses have worked to

stamp out issues involving salary discrepancies between genders. They‘ve also sought to ensure

men and women receive equal treatment. It‘s one of the leading topics in the modern business

world, so it‘s essential your business understand all current laws and your commitments to staff

members regarding gender equality.

31
4.2 Findings

1.Gender pay gap

The gender pay gap can only continue if a culture of secrecy is encouraged within a company. A

new culture of transparency needs to be introduced which challenges a company to investigate

the pay gap between women and men and stops asking candidates what they were paid for their

last job. Instead, each position should have a pay bracket that outlines the salary for that role.

2.Make work/life balance a priority for your employees

Companies need to play a vital role in supporting mothers by working together to agree on a fair

and balanced workplace that will promote productivity, while also allowing flexibility and the

option to work remotely where possible.

3. Harassment needs to be identified and immediately stopped

At some point in their career, one in four women has been subjected to harassment at work.

Management has a responsibility to ensure they step in early to both identify and stop

harassment, but unfortunately, in many companies, cases of it happening are often ignored. If

there are any signs of harassment taking place within your workplace no matter how big or small

you need to stamp it out immediately and ensure a proper process is implemented to prevent such

cases from happening again.

4.Altering Hiring Practices to increase diversity

32
It is an established fact that companies with better gender diversity ratios outperform those with

the least. To start with enterprises can evaluate their company culture.

Increasing gender diversity via altering hiring practices can be done through:

• Creating an inclusive gender-diverse workplace

• Promoting gender equality with better job descriptions

• Having a diverse interview panel

• Proactively sourcing gender diverse pipeline

• Having fair compensation practices

• Learning from exit interviews

5.Considering Leadership Roles for both Men and Women

It is a commonly mistaken belief that only men thrive in leadership roles and women are apt for

support-oriented roles. These types of stereotypes form the base for gender discrimination at the

workplace.

Individuals with right attributes deserve a leader‘s role. A great way to promote gender

equality is by granting leadership roles for deserving candidates, irrespective of their. Also,

with a high number of women in leadership roles, there will be a higher percentage of

female employees entering due to opportunities in career advancement and mentorship.

6.Equal Pay

33
The concept of equal pay is an important element to consider in an organization. Pay

should be reliant on job role, and a regular pay structure needs to be introduced to improve

transparency and to eliminate discriminatory pay rate issues. Altogether, decisions involving

remuneration should be informed to employees prior to avoid any sort of misunderstanding.

Contrarily, conducting an annual pay audit can be done to evaluate whether gender bias is

taking place in an organization or not.

Companies across the globe should start taking steps to offer equal pay for women as they

are no longer considered as a weak gender anymore.

4.3 Limitations

1.Racism:Unfortunately, race seems to play a major role in how women are treated and

compensated in the workplace. The pay a woman receives may vary depending on her race and

ethnicity.

2. Women are promoted less often than men: Despite being more educated than men and

constituting nearly half of the workforce, women are promoted at work far less often than men.

3 Sexual harassment: An obstacle that many women face in the workforce is sexual harassment.

4. Fear of asking to be paid what you‘re worth: Women often struggle with asking for higher pay

34
in a job. While related to the issue of unequal pay, fear of discussing money is a separate issue

that affects women more significantly than men.

5.The gender discrimination as well as the discrimination practices critically affects the health of

the people and also the significant growth of the concerned organization.

35
 CHAPTER-5

RECOMMENDATION

1.Make work/life balance a priority for your employees Companies need to play a vital role in

supporting mothers by working together to agree on a fair and balanced workplace that will

promote productivity, while also allowing flexibility and the option to work remotely where

possible.

2. Harassment needs to be identified and immediately stopped

At some point in their career, one in four women has been subjected to harassment at

work. Management has a responsibility to ensure they step in early to both identify and

stop harassment, but unfortunately, in many companies, cases of it happening are often

ignored. If there are any signs of harassment taking place within your workplace no

matter how big or small you need to stamp it out immediately and ensure a proper

process is implemented to prevent such cases from happening again.

3.Altering Hiring Practices to increase diversity

It is an established fact that companies with better gender diversity ratios outperform those

36
with the least. To start with enterprises can evaluate their company culture. Increasing gender

diversity via altering hiring practices can be done through:

• Creating an inclusive gender-diverse workplace

• Promoting gender equality with better job descriptions

• Having a diverse interview panel

• Proactively sourcing gender diverse pipeline

• Having fair compensation practices

• Learning from exit interviews

4.Considering Leadership Roles for both Men and Women

It is a commonly mistaken belief that only men thrive in leadership roles and women are apt

for support-oriented roles. These types of stereotypes form the base for gender

discrimination at the workplace.

Individuals with right attributes deserve a leader‘s role. A great way to promote gender

equality is by granting leadership roles for deserving candidates, irrespective of their. Also,

with a high number of women in leadership roles, there will be a higher percentage of

female employees entering due to opportunities in career advancement and mentorship.

5.Equal Pay

The concept of equal pay is an important element to consider in an organization. Pay

37
should be reliant on job role, and a regular pay structure needs to be introduced to improve

transparency and to eliminate discriminatory pay rate issues. Altogether, decisions involving

remuneration should be informed to employees prior to avoid any sort of misunderstanding.

Contrarily, conducting an annual pay audit can be done to evaluate whether gender bias is

taking place in an organization or not.

Companies across the globe should start taking steps to offer equal pay for women as they

are no longer considered as a weak gender anymore.

38
REFERENCE/BIBLIOGRAPGY

1.Browne, Kingsley R. ―Biological Sex Differences In The Workplace: Reports Of The ―End Of

Men‖ Are Greatly Exaggerated (As Are Claims Of Women‘s Continued Inequality).‖ Boston

University Law Review 93.3 (2013): 769-794. Academic Search Complete. Web. 21 Oct. 2016.

2.Derry, Robbin. ―Women in the Workplace.‖ Encyclopedia of Business Ethics and Society.

Ed.Robert W. Kolb. Vol. 5. Thousand Oaks, CA: SAGE Publications, 2008. 2233-2238. Gale

Virtual Reference Library. Web. 21 Oct. 2016.

3.Elwér, Sofia, et al. ―Patterns Of Gender Equality At Workplaces And Psychological

Distress.‖ Plos ONE 8.1 (2013): 1-10. Academic Search Complete. Web. 4 Dec. 2016.

4.Eriksson-Zetterquist, Ulla, and David Renemark. ―Can Changes To Gender Equality Be

Sustained?.‖ Gender, Work & Organization 23.4 (2016): 363-378. Academic Search Complete.

Web. 21 Oct. 2016.

5.Khuzwayo, Zuziwe. ―Separate Space: An Approach to Addressing Gender Inequality in the

Workplace.‖ Journal of International Women‘s Studies 17.4 (2016): 91-101. ProQuest. 24 Oct.

2016.

6.Mallan, Lucy B. ―Labor Force Participation, Work Experience, and the Pay Gap Between Men

and Women.‖ Journal of Human Resources 17.3 (1982): 437-48. Web.

39
7.Nordell, Jessica. ―Why Aren‘t Women Advancing at Work?‖ New Republic 245.16 (2014):

10-11. Web.

8.Miller-Loessi, Karen. ―Toward Gender Integration in the Workplace: Issues at Multiple

Levels.‖ Sociological Perspectives, vol. 35, no. 1, 1992, pp. 1–15.

9.Miller,Kevin. The Simple Truth about the Gender Pay gap. AAUW, Sept. 2016,

http://www.aauw.org/research/the-simple-truth-about-the-gender-pay-gap/. Accessed 24 Oct

2016.

10.Ruohan, Wu, and Cheng Xueyu. ―Gender Equality In The Workplace: The Effect Of Gender

Equality On Productivity Growth Among The Chilean Manufacturers.‖ Journal Of Developing

Areas 50.1 (2016): 257-274. Academic Search Complete. Web. 4 Dec. 2016.

40
 APPENDIX

ANNEXURE-QUESTIONNAIRE 1

GENDER INEQUALITY AT WORKPLACE

QUESTIONNAIRE

Name *

Your answer

Age *

Below 25

25-45 yrs

45-60 yrs

Above 60 yrs

Gender *

Female

Male

Prefer not to say

Other:

41
1. Have you ever experienced gender inequality/gender discrimination? *

Yes

No

Maybe

2. Do you think gender inequality exists in the workplace? *

Yes

No

Maybe

3. Do you feel you have ever been turned down from a job because of your gender? *

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

4.Have you ever had to go to desperate measure to get a promotion? *

Yes

No

Maybe

5. The security of the women is well considered at their workplace. *

42
Strongly disagree

Disagree

Neutral

Agree

Strongly agree

6. Do you think that men are more superior than women at the workplace? *

Strongly Agree

Agree

Neutral

Strongly Disagree

Disagree

7. Women at your workplace receives less opportunities than the men. *

Strongly Agree

Agree

Neutral

Strongly Disagree

Disagree

8. Do you feel that men get promoted more than women at your workplace? *

Yes

No

Maybe

43
9. Both men and women get paid the same amount for the same job at your workplace? *

Strongly Agree

Agree

Neutral

Strongly Disagree

Disagree

10. Do you think women are safe for their night shifts at their workplace? *

Yes

No

Maybe

11. In your current work, have you been promoted pay wise? *

Yes

No

Maybe

12. Have you had opportunities provided by your current employer to participate in training? *

Yes

No

Maybe

13. Have you ever been harassed in your workplace? *

Yes

44
No

Maybe

14. There are salary gaps among the same level in my organization. *

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

45