Linking Gender with Human Linking Gender with Human Resource ManagementResource Management

Gender Fairness as Good Business PracticeGender Fairness as Good Business PracticeAn inter-Active Workshop on GenderAn inter-Active Workshop on Gender

January 17, 2008 Orchid GardenJanuary 17, 2008 Orchid Garden

Presentation FlowPresentation Flow

Strategic Human Resources Strategic Human Resources ManagementManagement

Global Reality in the Workplace on Global Reality in the Workplace on GenderGender

Workplace Statistics in the Workplace Statistics in the PhilippinesPhilippines

Framework on Gender-Based HRMFramework on Gender-Based HRM Linking Gender with HRM Policies and Linking Gender with HRM Policies and

PracticesPractices

STRATEGIC HUMAN RESOURCE STRATEGIC HUMAN RESOURCE MANAGEMENTMANAGEMENT

The linking of HRM with strategic goals The linking of HRM with strategic goals and objectives in order to improve and objectives in order to improve business performance and develop business performance and develop organizational cultures that foster organizational cultures that foster

innovation and flexibilityinnovation and flexibility..

Strategic Human Resource Strategic Human Resource ManagementManagement

Human Resource Management

Organizational Performance

Organizational Culture

Global Reality Global Reality

The past decades have seen an increasing number of women in the workplace.

In the 1960’s, 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 ChangeHR Role Framework in Creating Change(Dave Ulrich)(Dave Ulrich)

People

Operational Focus

Strategic Focus

Process

Employee Champion

Strategic Partner

Administrative Expert

Change Agent

deals with day to day problems, needs and concerns of individual employees

concerned with identifying and developing new behaviors

that will sustain a company’s competitiveness

focuses on aligning HR strategies and practices with business strategy

concerned with designing and delivering HR processes

efficiently

Global RealityGlobal Reality

Glass-ceiling (barrier for women in Glass-ceiling (barrier for women in important positions)important positions)

Glass-walls (limit women to certain Glass-walls (limit women to certain occupations)occupations)

Women’s income are less than men’s in Women’s income are less than men’s in similar positionssimilar positions

Men tend to have higher-level jobs than Men tend to have higher-level jobs than women even if literacy and educational women even if literacy and educational levels are the same across genderslevels are the same across genders

Global RealityGlobal Reality

Based on Work Orientation Based on Work Orientation SurveySurvey• There is less job satisfaction in women There is less job satisfaction in women

than in menthan in men• Their (women) work provides low Their (women) work provides low

income, less opportunities for income, less opportunities for advancementadvancement

• Work does not allow them to work Work does not allow them to work independentlyindependently

Current Reality: Women Rule Current Reality: Women Rule Philippine WorkforcePhilippine Workforce

Year Year Women Women MenMen

20022002 1.86 M1.86 M

Sup PositionsSup Positions1.4 M1.4 M

Sup PositionsSup Positions

20042004 2.162 M2.162 M 1.613 M1.613 M

20062006 2.257 M2.257 M 1.629 M1.629 M

91 percent of businesses in the Philippines have women in senior management positions

Current Reality: Women Rule Current Reality: Women Rule Philippine Workforce Philippine Workforce

28.8%36.1%Laborers/Unskilled Workers

7.6%12.5%Service Workers/Shop & Markets sales workers

2.7%7.7%Clerks

2.2%3.6%Technicians/Associate Professional

2.2%7.7%Professionals

MenWomen Jobs

2006 Data from DOLE

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.

Iceberg of DifferencesIceberg of Differences

Performance = f (A, M, E)

Performance FrameworkPerformance Framework

Theories of MotivationTheories of Motivation

NeedsNeeds

Maslow’s HierarchyMaslow’s Hierarchy Herzberg’s 2-FactorHerzberg’s 2-Factor McClelland’s NeedsMcClelland’s Needs

Learned BehaviorsLearned Behaviors

Skinner’s ReinforcementSkinner’s Reinforcement Lawler and Porter’s Lawler and Porter’s

Reward and SatisfactionReward and Satisfaction

Goals and Goals and ExpectancyExpectancy

Locke’s GoalLocke’s Goal Vrooms’ ExpectancyVrooms’ Expectancy Adam’s EquityAdam’s Equity

Organization and Organization and LeadershipLeadership

McGregor’s X and YMcGregor’s X and Y ArgyrisArgyris

Performance

WORKENVIRONMENT

Is the organizationSupportive?

EMPLOYEE MOTIVATION

Does s/he want to do it?

EMPLOYEEABILITY

Can s/he do it?

Basic Physiological

Meaning

RelationshipsWell-Being and Safety

Self-Esteem

Maslow’s Hierarchy

HERZBERG’S MOTIVATION-HYGIENE MODEL

NO SATISFACTION

Jobs that do not offer achievement, recognition, stimulating work, responsibility and achievement.

SATISFACTION

Jobs offering achievement, recognition, stimulating work, responsibility and achievement.

MOTIVATORS

DISSATISFACTION NO DISSATISFACTION

Jobs with good company policies and administration, technical supervision, salary, interpersonal relationships with supervisors and working conditions

HYGIENE FACTORS

Jobs with poor company policies and administration, technical supervision, salary, interpersonal relationships with supervisors and working conditions

McClelland’s

Need for Achievement (N Ach) Need for Affiliation (N Aff) Need for Power (N Pow)

Needs are learned and can be taught

Mc Gregor’sTheory 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 person’s expectations of receiving a reward, the harder he

will work

Goal Setting (Locke) Goals enhance

an employee’s performance

High PerformanceHigh Satisfaction

Challenging Goals

RewardsMeaningful

Self-efficacy, Feedback and environment

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 gov’t. corps)1. Physiological2. Self-realization3. Security and safety4. Social5. Status and Prestige

According to AndresFirst stage: “Upang makaraos” (survival)Second stage: “Upang Maayos ang buhay (stability)Third stage: Upang maging maunlad and buhay” (advancement)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 one’s ability

….achieving a stature that one values

Extrinsic Motivation:

….gaining something tangible

….the reward comes from an external source

The work environmentThe work environmentMeaningfulMeaningful Interest

The job

Responsibility-

Autonomy

Accountability

Challenge

Achievement

Results feedback

Mutual Trust

Targets agreed

Involvement

RecognitionSupport

Colleagues

The leader

Organization

Financial Capability

““Work is core to my existence as a woman Work is core to my existence as a woman because I have tested myself. I tried because I have tested myself. I tried staying home…parang something was staying home…parang something was missing….I was always a working wife…so missing….I was always a working wife…so for me work is a vehicle for fulfillment in for me work is a vehicle for fulfillment in terms of talents and abilities coming out.”terms of talents and abilities coming out.”

Participant in the 2004Participant in the 2004 Work Orientation SurveyWork Orientation Survey

Conducted by PMAPConducted by PMAP

PERFORMANCE FRAMEWORKPERFORMANCE FRAMEWORK

EMPLOYEE

PERFORMANCE FACTORS ARE MET

HIGH JOBSATISFACTION HIGH PERFORMANCE

REWARDS

GENDER-FAIR WORKPLACEGENDER-FAIR WORKPLACE

EMPLOYEE

NEEDS OF MENUNIQUE LIFE SITUATIONS

HIGH JOB SATISFACTION

HIGH PERFORMANCE

NEEDS OF WOMENUNIQUE LIFE SITUATIONS

Training and

Development

Performance Management

andCoaching

Selection, Staffing

andPlacement

Compensation

and Rewards

Career Development

and Succession

Planning

Strategic Gender-Based Human Resource ManagementStrategic Gender-Based Human Resource Management

GENDER

LINKLeadership

Development

Employee

Well-being

Organization Vision,

Mission and Values,

Strategy and Goals

Gender Link to HRM Policies & Gender Link to HRM Policies & PracticesPractices

Selection, Recruitment & PlacementSelection, Recruitment & Placement• No discrimination based on genderNo discrimination based on gender• Preferential hiringPreferential hiring• Gender-fair Placement Practices (break Gender-fair Placement Practices (break

the glass-ceilings & glass-walls)the glass-ceilings & glass-walls) Compensation & RewardsCompensation & Rewards

• Pay for the PersonPay for the Person• Pay for the PositionPay for the Position• Pay for the PerformancePay for the Performance

Gender Link to HRM Policies & Gender Link to HRM Policies & PracticesPractices

Employee Well-beingEmployee Well-being• Structures, programs and systems that are Structures, programs and systems that are

gender-fair and gender specificgender-fair and gender specific LeavesLeaves Flexible timeFlexible time Home based work arrangementHome based work arrangement Flexible benefitsFlexible benefits Counseling Services Counseling Services

Performance Management & CoachingPerformance Management & Coaching• Meaningful and objective SystemMeaningful and objective System

Gender Link to HRM Policies & Gender Link to HRM Policies & PracticesPractices

Leadership Leadership DevelopmeDevelopmentnt

Training Training and and DevelopmeDevelopmentnt

Career and Career and Succession Succession PlanningPlanning

EQUAL OPPORTUNITIES SUPPORTED BY POLICIES, STRUCTURES AND RESOURCES

THANK YOU!THANK YOU!