Thesis-Gender Sensitivityforediting Finalnajud

7/31/2019 Thesis-Gender Sensitivityforediting Finalnajud

1/36

1

Chapter 1

INTRODUCTION

Human Resource is the most significant elements in an organization.

Without people, the goals of an entity could not be possibly done. Thus,

managers and administrators should consider various factors. One of which is

diversity of the employees for this is the core area that would eventually produce

effective job outcomes.

Diversity is a common and important HR issue. Employee diversity is

discussed as a complicated yet vital goal to achieve for organizational

effectiveness. Diversity among employees is beneficial in several ways, including

enhancing the quality of work and representing constituents or clients of various

backgrounds. However, achieving workplace diversity is bound to engender

conflict. Employers must adhere to hiring, promotion and termination practices

that do not discriminate people of different races, culture, beliefs, values, ages or

sexual orientations. Considering employees diversity is a new way of thinking

about maximizing the potential of everyone within the organization. It is basically

about providing equality within the organization. Laws are clear that workplace

discrimination will not be tolerated. HR personnel must ensure that the policies of

the company regarding anti-discrimination are being kept. Diversity is about

learning from others who are not the same, about dignity and respect for all, and

about creating workplace environments and practices that encourage learning

from others and capture the advantage of diverse perspectives.


2/36

2

The researchers were inspired to conduct this study knowing that

individual carries the baggage of our personal values, experience, beliefs and

perceptions with us everywhere. It is also inevitable for us to meet diverse people

inside or outside the workplace. We, as students wondered how to handle this

kind of situation not only in the workplace but in our school campus as well. By

this study, we can acquire new ideas and broaden our knowledge regarding on

this matter that will help us to be more informed and to be able to apply these

new acquired ideas when being faced with the situation in the near future.

Review of Related Literature and Studies

This chapter presents literatures and previous studies related to gender

diversity towards productivity of employees.

Gender diversity means the proportion of males to females in the

workplace. There seems to be some highly disputed attempts to provide

evidence that womens and mens brains are subtly different, leading them to

function differently, or perhaps, making males and females interested in different

aspects of their situated reality. In the past, all women in the workplace were

automatically assigned to temporary or part-time or low responsibility jobs

because it was understood that their first priority was taking care of their families.

Gender diversity is about sexual differences. This includes but is not

limited to women receiving lower pay, mothers being penalized for taking care of

their families, homosexuals being told, "Don't ask, don't tell," in the military,

transsexuals being alienated from mainstream jobs, and men being expected to

provide the main source of income for their families (M. J. Joachim, 2009). It is


3/36

3

driven by a business need today (Kalpana Morparia 2007). In this way,

organizations can be far more successful in bringing gender diversity to the

workplace rather than a system which is patronizing and, therefore,

demeaningor looking to recruit a certain number from each gender to bring

parity. For gender diversity to succeed and become a reality, companies need to

look at issues not from a stereotypical point of view, but from an employees

perspective. I am just trying to underline the fact that the need for flexibility at the

workplace is not limited to women. Its true that women need longer sabbaticals

for raising a family or other such commitments, but men, too, expect alternative

work practices such as flexible timings, a compressed work week,

telecommuting, etc. to pursue education, other interests, or just help out spouse

or family.

Morparia 2007 concluded that in a talent-scarce economy, what is

required is flexible and employee-friendly HR practices and processes to get the

maximum out of employees. Creating a culture of inclusion and greater employee

involvement with the organization, companies can achieve better productivity and

competitive advantage.

Based on the business case for diversity in organizations literature,

demographically heterogeneous groups (such as those composed of men and

women, rather than of only men or of only women) may be best placed to provide

a diversity of perspectives that might enhance the development and creation of

knowledge. As men and women are members of different groups based on their

sex, they might differ somewhat in research interests and methodologies (Addis

& Villa, 2003).


4/36

4

In Hofstede (2000), the concept of MAS (masculine attitudes and

behavior) and its opposite femininity represent the different ways in which

societies deal with implications of sex differences. In his review of the relevant

literature in psychology, sociology and political science, Hofstede (2000) found a

nearly consistent pattern of men rating advancement and earning power more

highly and women rating interpersonal aspects, service and physical environment

more highly. The MAS dimension affects whether the organization will be people

oriented, emphasizing the quality of life and the environment (low MAS) or task-

oriented (high MAS). Low MAS is related to sympathy for the weak and to social

leveling. According to Hofstede, gender roles, as reflected in MAS, are

transferred through socialization. Men are taught to be assertive and women to

be nurturing. What is important to note in Hofstedes argument is that gender

differences are one aspect of the overall cultural differences that exist between

human beings. Thus, both national/ethnic andgender differences constitute the

socio-cultural factors that influence perceptions and behaviors (Hofstede 2000).

In view of this gender difference, it is not surprising that womens

discourse tends to be more tentative and socially oriented in contrast to men,

who tend to be more categorical (Preisler, 2002). Furthermore, women show a

proclivity to highlight cooperation in their discourse while men tend to be

competitive (Coates, 2001).

There are a number of studies that show a link between the gender

distribution in a companys management and its profitability. Researchers at

Cranfield University in England have found a show a consistent and increasingly

high correlation between high market value and the presence of women


5/36

5

directors. Researchers study the 100 largest companies on the London Stock

Exchange and annually publish the female FTSE index. They showed that 18 of

the 20 companies with the highest market capitalization during 2003 had at least

one woman director Of the 20 companies with the lowest market capitalization

only eight had woman directors (Vinnicombe & Singh, 2003).

Mixed teams at all levels are important for producing goods and services

that satisfy the customers needs and expectations. In consumer businesses,

the more a company mirrors its markets demographically, the better positioned it

is to sense and respond to evolving market needs (Catalyst, 2002).

Becoming known as an employer promoting gender diversity can

increase the prime source of competitive advantage: people (The Kingsmill

Review: London, 2003). To be competitive, it is crucial to recruit the right people

from the start and being able to keep them. Studies of young leaders show that

both women and men are critical of managements image today and the

conditions that prevail. They want flexible working options and family friendly

policies. Companies that do not listen to young managers will be ignored by

women and men who demand greater balance in their lives (Popcorn & Marigold,

2005).

Adams and Ferreira (2009) analyze data with characteristics of directors

and boards from almost 2000 firms in the United States forthe period 1996-2003.

To address the possible endogeneity of the fraction of female directors, they use

the fraction of male board members with connections to female directors in other

board positions as instrumental variable. In addition they include firm fixed

effects. Besides their finding that gender diverse boards monitor directors more


6/36

6

intensively, they also find that diversity has a positive impact on performance in

firms that have otherwise weak (external) governance. However, more gender

diverse boards are harmful for the performance of firms with strong (external)

governance, possibly due to over monitoring. These findings are consistent with

each other if internal and external monitoring are substitutes. On average, the

effect of gender diversity on firm performance turns out to be negative. This leads

Adams and Ferreira to conclude that mandating gender quotas for directors can

reduce the value of well-governed firms.

Most managers and supervisors at technical companies struggle to

achieve and maintain gender diversity. In particular, engineering, scientific,

information technology, and oil and gas companies are faced with the problem of

recruiting and retaining female employees. Gender-diversity discussions tend to

focus on three main concerns: 1) the relationship between corporate profitability

and gender diversity, 2) the problem of recruiting and retaining women

professionals in technical companies where the corporate culture can be

inhospitable, and 3) the number of women entering and graduating from science,

technology, engineering, and mathematics programs (Weiss 2003).

According to Michaels 2011, Gender diversity affects human resources in

many ways: HR must manage gender diversity, provide necessary training and

socialization, track the effectiveness of any gender diversity related programs

and ensure that an organization has a proper amount of gender diversity. Also,

gender diversity must be monitored to ensure that people of both genders are

treated fairly and are represented fairly in the workplace. Human resources has

the responsibility to communicate that gender diversity should be viewed as an


7/36

7

asset, not a hindrance, to an organization. It is HR's role to ensure that this

message is known right from the start of someone's interaction with an

organization. Addressing this during the job-interview process and employee

orientation sets the standards and expectations for gender diversity appreciation

within the organization.

Unmarried women were likely to quit as soon as theyre married and

married women were likely to quit as soon as they became pregnant. Women

with children were understood to care more about the children than about work.

In addition, there was a widespread belief that women were not as capable as

men, either physically or mentally or emotionally. Organizations have been slowly

adjusting to these changes, learning to treat women as the equals of men and

not as a pool of potential dates. Both discriminating against female employees

and treating them in a sexual manner are now against the law. Women should be

given the same career opportunities as men; homosexual couples should be

given the same health insurance benefits as heterosexual couples. However,

many managers would counter that organizations are not supposed to change

the society. They are supposed to manufacture goods and provide services for

money. Their responsibilities are to their stockholders, not women's groups. It

might be morally desirable for corporations to give all their profits to the poor, but

it would not be responsible action.

The application to women is not straightforward since the division of labor

by sex divides segments of the labor market, including internal labor markets in

the primary sector (Pechman 2003). Greater emphasis on the social phenomena

of class struggle and the labor process at the workplace has deepened the


8/36

8

analysis of labor market operations, but even this more holistic approach

has usually not incorporated gender.

The processes of de-skilling jobs and assigning jobs are interrelated, and

differential use of male and female workers is an integral part of these processes.

In contrast, genders remain an important consideration for organizations

around the world, as the roles of men and women continue to be differentiated in

all countries. Think manager, think male phenomena where male characteristic

are seen as appropriate for managers and the reverse for women (Prime, Carter,

Karsten & Maznevski 2008). This stereotype of men as managers and women as

suitable for supportive roles appears to hold internationally; there seems to be a

global perception of female and male characteristic that results in men

progressing to higher levels in organizations.

Men and women struggle over who will get which jobs, while management

and workers struggle over the design of the job structure and working conditions

as well as the assignment of workers to jobs. More recent research has shown

how the internal labor market structures differ for women from the

structures originally described for men. The outward symbol of these

different structures by gender is the high degree of sex segregation within

firms by title. Men and women have profoundly different labor market

experiences within the same firm although firms treat workers in the same job

category equally.

These include demographic trends; the potential of diversity can be an

asset, and marketing considerations. (Gomez, Balkin, Caroy, and Dimick 2008).

Today, many organizations realize that employee diversity can actually enhance


9/36

9

organizational effectiveness. There are useful changes in internal decision

process. Employee Diversity can improve organizational functioning by

stimulating greater creativity, improving problem solving and increasing

organizations flexibility. With regards to marketing concerns, there concentration

on these areas means that they are significant market for the consumer products

and services that may differ from other markets.

Theoretical Framework

The theories below relates to the entirety of our study since it highlights

the important matters that are being tackled and most especially it provides a

greater understanding on how, we as Human Resource Management students

and future Human Resource practitioners, to fully grasp the essence of gender

sensitivity in the workplace, how to handle issues regarding conflict between

employees when things seems to go out of hand, and it also acts as our

guideline to help us improve in our chosen profession.

Social identity/Categorization Theoryhas been used to predict andunderstand how diversity influences individual attitude and behavior (Jackson et

al., 2003). To explain the effects of diversity on individual outcomes, the basic

argument is that ones similarity on visible and relatively immutable traits

influences feelings of identification (Tsui, Egan, & OReilly, 2009). Particularly,

sex is one obvious example that can be used to illustrate how self-categorization

may increase or decrease the attractiveness of a group to an individual (Hoffman

& Hurst, 2006).


10/36

10

Individuals will go through a process of self-categorization in which they

classify themselves and others into social categories using such attributes as

age, race, or gender (Williams & OReilly, 2010). This process permits a person

to define him or herself in terms of a social identity (Tajfel & Turner, 2004), and

leads to in-group/out-group distinctions (Kramer, 2006). Furthermore, individuals

desire to maintain a high-level of self-esteem (Tajfel, 2003) and a positive self-

identity (Tajfel & Turner, 2004). To maintain a positive self-identity, individuals

may seek to maximize intergroup distinctiveness (Kramer, 2006), and perceive

individuals from out-groups as less trustworthy, honest, and cooperative than

members of their own group (Tajfel, 2003).

Studies based on social identity/categorization theory confirm the negative

effects of diversity on group process, finding decreased satisfaction with the

group, increased turnover, lowered levels of cohesiveness, reduced within-group

communication, and higher levels of conflict (Crocker & Major, 2003;). Group

processes are related to group performance, which in turn, should be related to

firm performance (Frink et al, 2003), Overall, social identity/ categorization theory

tend to suggest that gender diversity results in negative performance outcomes.

Another common theoretical foundation for studies of diversity rests on

the Similarity/Attraction Paradigm (Byrne, 2005). This paradigm argues that

people are more attracted to similar others. Birds of a feather flock together is a

proverb that best summarizes the similarity/attraction paradigm.

Members of the same demographic group enjoy easier communication,

faster development of rapport, and have a greater perceived likelihood that

values and opinions will be validated (Gedees & Konrad, 2003). If individuals can


11/36

11

choose freely, there is a strong tendency for them to select a person that is

similar (William & OReilly, 2010).

The similarity/attraction paradigm supports the view that when group

members have similar attributes, stronger cohesiveness between them will result

(Byrne, 2005). Homogeneous groups lead to increased satisfaction and

cooperation, and reduce emotional conf licts (Williams & OReilly, 2010). By

contrast, when similarity between members is low; increased or intensified

conflict may result, reducing individual satisfaction, and increasing turnover and

work pressure (Tsui & OReilly III, 2010). In heterogamous groups, differences

between members lead to decreased communication, message distortion, and

more errors in communication For example, Alagna, Reddy, and Collins (2008)

demonstrated that mixed-sex groups reported higher levels of conflict and

tension and less friendliness than same sex groups.

The distribution of demographic differences in groups and organizations

affects processes and performance (Pfeffer, 2003). Homogeneous teams are

likely to be more productive than heterogeneous teams because of the mutual

attraction between team members with similar characteristics (Horwitz, 2005).

Thus, consistent with social identity/categorization theory, the similarity/attraction

paradigm argues that gender diversity is associated with negative performance

outcomes.

Value-in-diversity hypothesis. The value-in-diversity perspective tends to

view variation in demographic composition as a positive influence on work group

processes (Ancona & Caldwell, 2007). The value-in-diversity hypothesis argues

that heterogeneity positively impacts performance because of the unique


12/36

12

cognitive resources that members bring to team (Cox & Blake, 2008).

Demographically diverse individuals are expected to have a broader range of

knowledge and experience than homogeneous individuals; individuals in diverse

groups may have greater access to information networks outside their work

group (William & OReilly, 2010). For this perspective, diversity is valuable when

it adds new information. Groups that are composed of a variety of members can

have a direct positive impact through the increase in the skills, ability,

information, and knowledge that diversity brings (Tziner & Eden, 2003). Kanter

(2004) found that the most innovative companies deliberately established

heterogeneous teams to capitalize on a multiplicity of views while avoiding the

pitfalls of groupthink. Therefore, diverse individuals with varying demographic

backgrounds add more dimensions to problem-solving and decision-making

processes while promoting creativity and innovation, hence generating more

performance (Horwitz, 2005).

Clearly, this positive impact of diversity can be expected when the task

can benefit from multiple perspectives and diverse knowledge (William &

OReilly, 2010). Most researchers agree that diversity can provide a wider range

of knowledge and skills for problem-solving (eg., Ancona & Caldwell, 2007;

Pelled, Eisenhardt, & Xin, 2004). Therefore, value-in-diversity hypothesis

suggests a positive relationship between gender diversity and firm performance

(Frink et al., 2003).


13/36

13

Conceptual Framework

As shown in figure 1, this study conceptualizes that gender sensitivity in a

company can influence the productivity of employees. The employees

productivity can be affected by the diversity of gender of their co-employees.

Figure 1. The Conceptual Framework Showing the Variables

Statement of the Problem

This study aims to determine the influence of gender sensitivity in terms of

employees productivity.

Specifically, it seeks to answer the following questions:

1. What is the distribution of employees according to:

a) Diverse Gender

b) Nondiverse Gender?

2. What is the level of production of employees in terms of:

a) Diverse Gender; and


3. What is the level of customer satisfaction in diverse and non-diverse

employees?

Company with Employees

Gender

Diverse or

Nondiverse

Productivity


14/36

14

4. Is there a significant relationship between employees productivity and

the nature of beauty salon such as non-diverse and diverse employees?

Hypothesis

There is a significant relationship between gender sensitivity and the


Significance of the Study

It is important to study this matter because it enables the organization and

the people inside the organization to analyze the capacities and strengths of their

workforce which may be helpful on considering the gender sensitivity of

employees. The objective of gender sensitivity is to communicate respect for

differences.

This study will benefit the following:

To Students, it would be useful for them in the sense that it will provide

them awareness about the effects of gender sensitivity on being productive.

To Company, the result of this study would help give emphasis on the

importance of gender sensitivity which will eventually be contributory to the

productivity of the company.

To Employees, they will be more effective and more efficient with their

jobs, and they will be able to unfold more of their potentialities.

To Other researchers, this serves as a guide in conducting a similar

research study and a reference for further works.


15/36

15

Chapter 2

METHOD

This chapter details the research design, setting, participants, and the

procedure that was used in the study.

Research Design

This study employs the descriptive survey research design. As cited by

Mark R. Leary (2010), it is designed to describe the characteristics or behaviors

of a particular population in a systematic and accurate fashion. In this study, the

design will be used to find out how gender sensitivity can influence employees

productivity at DInfinity Salon and Spa and at 2Bebz Salon.

Setting

The researchers will conduct a survey at DInfinity Salon and Spa located

at Door 108 Ground Floor Doa Segunda Building, C.M. Recto Street, Davao

City and at 2Bebz Salon inside Imperial Hotel Building, Claveria Street, Davao

City.

The establishments above mentioned are just part of the growing salon

business in Davao City which people made themselves as regular customers due

to providing good quality services.


16/36

16

Measure

Gathering of data was done with the use of a questionnaire which was

checked and validated. There are two questionnaires, one for the employees and

the other one is for the customers. The questionnaire for the employees has two

parts. The first part was a checklist that determined which type of workplace

setting the employees belong. The second part was a set of questions that

measured how the factors of their workplace setting will affect the employees

productivity. This questionnaire was patterned from a Likert scaling technique but

using the fourpoint scale or called as forced choice method since the middle

option is not available. The respondents identified 1 as the lowest and 4 as

the highest: 4Always, 3Often, 2Sometimes, 1Never. For interpretation

purposes, the following scales were used:

Interval of Scores Description Interpretation

3.26 4.00 Always If the level of productivitydescribed in the item weremanifested at all times.

2.51 3.25 Often If the level of productivitydescribed in the item weremanifested in many butnot the majority of thecases.

1.76 2.50 Sometimes If the level of productivitydescribed in the item wasmanifested in a fewinstances.

1.00 1.75 Never If the level of productivitydescribed in the item wasnot manifested at all.


17/36

17

The questionnaire for the customers also has two parts. The first part was a

checklist that determined the services that are rendered to the customers. The

second part was a set of questions that measured the level of satisfaction of the

customers in terms of the services that are rendered to them. This questionnaire

was patterned from a Likert scaling technique but using the fourpoint scale or

called as forced choice method since the middle option is not available. The

respondents identified 1 as the lowest and 4 as the highest: 4highly satisfied,

3satisfied, 2dissatisfied, 1highly dissatisfied. For interpretation purposes, the

following scales were used:

Interval of Scores Description Interpretation

3.26 4.00 Highly Satisfied If the level of satisfactiondescribed in the item weremanifested at all times.

2.51 3.25 Satisfied If the level of satisfactiondescribed in the item weremanifested in many butnot the majority of thecases.

1.76 2.50 Dissatisfied If the level of satisfactiondescribed in the item wasmanifested in a fewinstances.

1.00 1.75 Highly Dissatisfied If the level of satisfactiondescribed in the item wasnot manifested at all.

Participants

The people who are currently working on this proposal decided to

conduct a survey on the employees of the said parlor establishments to be able


18/36

18

to determine how does gender sensitivity influences the effectiveness and

efficiency of an employee and what does this gender sensitivity contribute to the

company.

The researchers will randomly select from the two mentioned parlor

establishments, five (5) employees and ten (10) customers coming from each

diverse and non-diverse company.

Procedure

The following will be the steps in conducting the study:

1. The researchers will do a preliminary visit to DInfinity Salon and

Spa and at 2Bebz Salon to submit an approval letter to conduct a

survey.

2. Upon approval, the researchers will organize an interview with the

Head officer of the salon in order to determine the numbers of

respondents to the survey and are qualified to answer the

questions.

3. The copies of questions will be distributed personally to the

respondents by the researchers.

4. The survey sheets will be retrieved after the respondents have

finished answering the questionnaires.

5. Data collected will be analyzed and will be interpreted accordingly.


19/36

19

Chapter 3

RESULTS

This chapter presents the discussions of the data on gender sensitivity

towards employees productivity in relation to their customers satisfaction and

the order of presentation is centered on the following topics: level of productivity,

level of customer satisfaction and the significance on the correlation between

employees productivity and the nature of beauty salon such as non-diverse and

diverse employees.

Level of Productivity

The level of productivity among the employees in this study are measured

in terms of gender sensitivity and customer satisfaction. The responses of

employees-respondents on each indicator are analyzed, interpreted and

presented below.

Table 1-1Summary of results for the level of employees productivity of DInfinity Salon andSpa

ITEMS MEAN DESCRIPTIVE

Do you have difficulties in dealing with the

customers with regards to your workplacesetting?

2.8 satisfied

Are you satisfied with the benefits that youreceive? Does it motivate you to be moreproductive?

2.8 satisfied

Are these benefits enough to supply you/yourfamilys basic needs?

3.0 satisfied


20/36

20

Are you comfortable with your workplacesetting?

3.0 satisfied

Does your workplace setting motivate you tobe always present at work?

3.0 satisfied

Do your co-workers help you with regards toyour personal problems?

2.6 satisfied

Does your workplace setting encourage you tobe competitive?

3.6 highly satisfied

Are you satisfied working with co-employeessimilar to your gender?

3.2 satisfied

Are you drawn to others with the same gender

as yours?

2.8 satisfied

Are you partial and more comfortable withsome gender groups than others? 2.4 satisfied

OVERALL 2.9 satisfied

Table 1-2Summary of results for the level of employees productivity of 2Bebz Salon

ITEMS MEAN DESCRIPTIVE

Do you have difficulties in dealing with thecustomers with regards to your workplacesetting?

2.6 satisfied

Are you satisfied with the benefits that youreceive? Does it motivate you to be moreproductive?

2.6 satisfied

Are these benefits enough to supply you/yourfamilys basic needs? 2.8 satisfied

Are you comfortable with your workplacesetting?

3.2 satisfied

Does your workplace setting motivate you tobe always present at work?

3.4 satisfied


21/36

21

Do your co-workers help you with regards toyour personal problems?

2.6 satisfied

Does your workplace setting encourage you tobe competitive?

3.6 highly satisfied

Are you satisfied working with co-employeessimilar to your gender?

3 satisfied

Are you drawn to others with the samegender as yours?

3 satisfied

Are you partial and more comfortable withsome gender groups than others? 2.8 satisfied

OVERALL 3 satisfied

Table 1.1 represents DInfinity Salon and Spas level of employees

productivity. The overall score for the mean as indicated in the table above is 2.9

and has the descriptive equivalent of satisfied. This means that the level of

employees production is manifested in most instances. Table 1.2 represents

2Bebz Salons level of employees productivity which has the descriptive

equivalent of satisfiedand the mean indicated is 3.

Furthermore, it is revealed that the items on the level of productivity are

very important and has a higher mean with descriptive equivalent of satisfied in

the majority of the cases. This shows that the employees productivity showed in

table 1 has the majority result on satisfaction in all items reflected on the said

table.


22/36

22

Table 2.1Summary of results for the level of customer satisfaction at DInfinity Salon andSpa

ITEMS MEAN DESCRIPTION

The skills showed by the employee. 3.2 satisfied

Competency of the employee. 3.2 satisfied

Efficiency of the employee. (Performing the servicesin an organized and time saving way.)

3.2 satisfied

Interpersonal relationship of the employees. 2.9 satisfied

Proper grooming and hygiene of the employee. 3.4 satisfied

Observance of health and sanitation inside thesalon.

3.6 satisfied

Availability of varied beauty products for customersto choose from.

3.2 satisfied

Quality of the beauty products used. 3.2 satisfied

Prices of products and services. 3.1 satisfied

OVERALL 3.2 satisfied

Table 2.2

Summary of results for the level of customer satisfaction at 2Bebz Salon

ITEMS MEAN DESCRIPTION

The skills showed by the employee. 3.6 satisfied

Competency of the employee. 3.4 satisfied

Efficiency of the employee. (Performing the servicesin an organized and time saving way.)

3.4 satisfied


23/36

23

Interpersonal relationship of the employees. 3.5 satisfied

Proper grooming and hygiene of the employee. 3.4 satisfied

Observance of health and sanitation inside the

salon. 3.5 satisfied

Availability of varied beauty products for customersto choose from.

3.7 satisfied

Quality of the beauty products used. 3.7 satisfied

Prices of products and services. 3.3 satisfied

OVERALL 3.6Highly

satisfied

Table 2.1 presents the results for the level of customers satisfaction for

DInfinity Salon and Spa. The average total percentage of customers satisfaction

in employees productivity.is 3.2 and its equivalent is satisfied. This further

discusses that employees need to exert more effort in providing or rendering

services towards their customers as shown in the items # 2, 3 & 4 which rates

the competency, efficiency and proper grooming of the employee. For item #9,

the mean score which is 3.3 is shared by the employer and the employee

because prices for products and services are decided by the employer. Table 2.2

also represents summary of the results for the level of customers satisfaction for

2Bebz Salon. The average total percentage of customers satisfaction is 3.6

depicting a higher result from table 2.1 which has a highly satisfieddescription as

compared with the DInfinity Salon and Spa

Significance on the correlation between gendersensitivity and employees

productivity


24/36

24

Gleaned in tables 1.1, 1.2, 2.1 and 2.2 are the results on the test of

significance on the correlation between gender sensitivity and employees

productivity. Findings of the study divulged that the computed p-value for the

correlation between employees productivity is 2.95 which has the description

equivalent of satisfiedand customers satisfaction is equivalent to highly satisfied

for as reflected on tables above. This leads to the acceptance of the hypothesis

which states that there is a significant correlation between gender sensitivity and


Table 3Significance on the Correlation between Customers Satisfaction and Employees

Productivity Level

Customers EmployeesSatisfaction Productivity

DInfinity 3.2 2.9Salon and Spa

2Bebz Salon 3.6 3.0

Grand Mean 3.4 2.95


25/36

25

Chapter 4

DISCUSSIONS

In this chapter, discussion of the subject study was carefully assessed by

the researchers so as to come up with a more vivid understanding with this

study. The researchers agreed to take 2Bebzand DInfinity Salon and Spa since

these kind of establishments have employees that will serve as appropriate

subject study of this research paper.

Gender sensitivity is about sexual differences, which means that the

proportion of males and females in the workplace is experiencing discrimination

from employer, co-workers and customers. This has been very common

especially from the past decades wherein female workers are deprived of higher

pay from work, mothers were not easily accepted when applying for work due to

the reason that it might affect their working conditions and homosexuals were

being teased or sometimes abused by their co-workers morally or financially.

Organizations, companies and establishments can be successful

business-wise if there is gender diversity in the workplace and avoid belittling the

capacity of the employees to become productive. Providing equality on

employees benefits, the chance to be promoted irregardless with the gender and

to be treated equally whether the employee is male or female or belonging to a

low or high ranking position will benefit the company at the same time creates a

healthy competition and productive attitude among the employees.


26/36

26

2Bebz and DInfinity Salon and Spa are two establishments which the

researchers deem it more appropriate as paradigm for the study because these

two establishments have female and male employees and in most cases these

employees are experiencing gender sensitivity because the daily competition

level is high thus affecting the employees productivity.

With the two salons that the researchers have observed, various

employees worked as manicurists and hairdressers and customers come to

these establishments for make-over or for just plain nail cleaning and designing.

The researchers noticed that customers that come to this establishment are

regular patrons or clients of the employees although there were few customers

that were considered as walk-ins or new customers.

The researchers deem that these establishments are suitable for the

research study because gender diversity was feasible among the employees

such as gays, working mothers and single ladies competing with each other to

get more regular customers as these are the basis in getting bigger take-home

pay as well as winning the leadership among the group.

The researchers self-administered questionnaire patterned from a Lickert

scaling technique were handed to selected employees and customers and were

collected back after the questionnaire were filled-up. There were two sets of

questionnaire formulated by the researchers: one set for the customers and one

set for the employees. Customers were included to fill-up the questionnaire in

order for the researchers to come up with unbiased tabulated results.

Questionnaires were formulated according to what the customers normally

expect from the employees. Furthermore, the second set of questionnaire was


27/36

27

formulated for the employees of the 2 salons wherein employees rate the

workplace, and the work attitudes of their co-workers inside the salon.

Chapter 5

CONCLUSIONS AND RECOMMENDATIONS

The findings and results of this study are summed up in this chapter. The

recommendations and conclusions offered by the researcher are also included

herein.

The main purpose of this study is to determine the Gender Sensitivity and

Employees Productivity. Specifically, it sought answers on the following

questions:

1. What is the distribution of employees according to:

a) Diverse Gender


2. What is the level of production of employees in terms of:

a) Diverse Gender; and


3. What is the level of customer satisfaction in diverse and non-diverse

employees?

4. Is there a significant relationship between employees productivity and the

nature of beauty salon such as non-diverse and diverse employees?

Descriptive method of research was the design employed in the study.

Data gathered were subjected and treated to these statistical tools namely:

percentage, mean and Pearson-r.


28/36

28

In this chapter, the researchers presented the conclusion of the study

including the recommendations. Based from the finding of the study, the following

conclusions are drawn:

1. The level of productivity of employees is 3 which is equivalent satisfied as

referred to table 1s description. This explains from the table that Item nos. 1, 2,

and 6 from the Table 1 garnered 2.6 scores, which showed that the employees

are dissatisfied more particularly with the workplace and working attitude of their

co-employees.

2. The level of customers satisfaction is 3 which is equivalent to satisfied.

Table 2 shows that item no. 9 being the lowest score showed that employee

were not totally affected with the scoring because the prices and services

concerns the employer.

3. There is a significant relationship between the level of productivity and the

customers satisfaction in gender sensitivity and employees productivity.

Conclusions

Based from the finding of the study, the following conclusions are drawn:

1. The level of productivity of employees was of satisfactory level. Although

workplace and work attitudes of their co-employees scored 2.6, the employees

competitiveness were not affected with the workplace and work attitudes thus

making the employees productive and provide satisfactory services towards their

customers.


29/36

29

2. The level of customers satisfaction was of satisfactory level. Table 2 shows

that majority of the customers are satisfied with the services and of the salon

employees.

3. There is a significant relationship between the level of productivity and

customers satisfaction in Gender Sensitivity and Employees Productivity.

Recommendations

On the basis of the foregoing findings and conclusions of the study, the

following recommendations are offered:

1. To Employers. It is best for the employers of any companies to have

knowledge with regards to the employees satisfaction irregardless of the gender

of the employees. Most specifically, the workplace should be first and foremost

comfortable for this is where productivity of employees are manifested through

harmonious environment with co-employees.

2. To employees. Productivity starts with employees work attitude, competency

and skill. Gender should not be taken seriously since productivity does not

depend on what gender does an employee belongs.

3. To students. This study enables future researchers with additional information

in conducting the same research study.


30/36

30

References

Adams, Renee, and Ferreira , Daniel (2009). Women in the boardroom and theirImpact on governance and performance. Journal of Financial Economics94 (2): 291309.

Addis, E., & Villa, P. 2003. The editorial boards of Italian economics journals:Women, gender and social networking. Feminist Economics, 9(1):75-91.

Alagna, S. W., Reddy, D. M., & Collins, D. L. (2008). Perceptions of functioning inmixed-sex and male medical training groups. Journal of MedicalEducation, 57(10), 801-803.

Ancona, D. G., & Caldwell, D. F. (2007). Demography and design: Predictors ofnew product team performance. Organization Science, 3(3), 321-341.

Byrne, D. (2005). The attraction paradigm. New York: Academic Press.

Catalyst, 2002. Making Change: Creating a Business Case for Diversity

Coates, J. (2001). Women, Men and Languages: Studies in Language andLinguistics, Longman, London.

Crocker, J., & Major, B. (2003). Social stigma and self-esteem: The self-protective properties of stigma. Psychological Review, 96(4), 608-630.

Frink, D. D., Robinson, R. K., Reithel, B., Arthur, M. M., Ammeter, A. P., Ferris,G.R., Kaplan, D. M., & Morrisette, H. S. (2003). Gender demography andorganization performance: A two-study investigation with convergence.Group & Organization Management, 28(1), 127-147.

Geddes, D., & Konrad, A. M. (2003). Demographic differences and reactions toperformance feedback. Human Relations, 56(12), 1485-1513.

Goessl, Larry (2010). The Benefits of Gender Diversity in the WorkplaceWeb site: http://www.helium.com/items/1750765-the-benefits-of-gender-diversity-in-the-workplace

Gomez, Luis R., Balkin, David B., Caroy, Robert L., & Dimick, David E. (2008),Managing Workforce Diversity, Prentice-Hall Canada Inc. page 111

Hoffman, C., & Hurst N. (2006). Gender stereotypes: Perception orrationalization? Journal of Personality and Social Psychology, 58, 197-208.

Hofstede, G. (2000), Cultures Consequences: International Differences in WorkRelated Values, SAGE, London, 2000.
http://www.helium.com/items/1750765-the-benefits-of-gender-diversity-in-the-workplacehttp://www.helium.com/items/1750765-the-benefits-of-gender-diversity-in-the-workplacehttp://www.helium.com/items/1750765-the-benefits-of-gender-diversity-in-the-workplacehttp://www.helium.com/items/1750765-the-benefits-of-gender-diversity-in-the-workplace


31/36

31

Horwitz, K. S. (2005). The compositional impact of team diversity onperformance: Theoretical considerations. Human Resource DevelopmentReview, 4, 219-244.

Jackson, E. S., Joshi, A., & Erhardt, L. N. (2003). Recent research on team and

organizational diversity: Swot analysis and implications. Journal ofManagement, 29(6), 801-830.

Joachim, M.J., July 8, 2009. The Benefits of Gender Diversity in the Workplace.Wed site: http://www.helium.com/items/1509325-gender-diversity-employer-staffing-company-loyalty-team-work-overcoming-prejudice-respect

Kanter, R. M. (2004). The change masters. New York: Simon and Schuster.

Kramer, R. (2006). Intergroup relations and organizational dilemmas: The role of

categorization processes. In B. Staw and L. Cummings (Eds.), Researchinorganizational behavior, Vol. 13: 191-228. Greenwich CT: JAI Press.

Leary, M. R. (2010). Introduction to Behavioral Research Methods: FourthEdition.

Michaels, Cadence (January 11, 2011). eHow Contributor, About How GenderDiversity Can Affect Human Resources

Morparia, Kalpana (2007) Women at Work | Gender Diversity is a business need.Web site: http://www.livemint.com/2007/11/05010954/Women-at-work----Gender-diver.html

Pechman, Joseph A., Brown, Clair (2003). Gender in the Workplace. BrookingsInstitution. Washington, DC. Page Number 3.

Pelled, L., Eisenhardt, K., & Xin, K. (2004). Demographic diversity in workgroups: An empirical assessment of linkages to intragroup conflict andperformance/ Working Paper. School of Business, University of SouthernCalifornia.

Pfeffer, J. (2003). Organizational demography. Research in OrganizationalBehavior, 5, 299-357.

Popcorn & Marigold (2005). EVElution: Understanding Women Eight EssentialTruths that Work in Your Business and Your Life / 2001

Preisler, B., October 12, 2002. The Tentative Female, English Today, pp. 29-30.


32/36

32

Prime, Carter, Karsten & Maznevski (2008). Managers perceptions of womenand men leaders. International Journal of cross cultural management page171

Tajfel, H. (2003). Human groups and social categories: Studies in social

psychology. Cambridge, UK: Cambridge University Press.

Tajfel, H. (2003). Social identity and intergroup relations. Cambridge, UK:Cambridge University Press.

Tajfel, H., & Turner, J. (2004). The social identity theory of intergroup behavior. InS. Worchel & W. Austin (Eds.), Psychology and Intergroup Relations: 7-24: Chicago, Nelson-Hall.

The Kingsmill Review: London, 2003. A review of Womens Employment andPay, London 2001 pp 36-37

Tsui, A. S., & O'Reilly III, C. A. (2010). Beyond simple demographic effects: Theimportance of relational demography in superior-subordinate dyads.Academy of Management Journal, 32, 402-423.

Tsui, A. S., Egan, T. D., & O Reilly, C. A., III. (2009). Being different: Relationaldemography and organizational attachment. Administrative ScienceQuarterly, 37(4), 549-579.

Tziner, A., & Eden, D. (2003). Effects of crew composition on crew performance:Does the whole equal the sum of its parts? Journal of Applied psychology,70(1),67-85.

Vinnicombe & Singh, 2003. The 2003 Female FTSE Index, Cranfield School ofManagement

Weiss, Kurt K., 2003. Managing Gender Diversity: Five Secrets for a ManagersToolkit Web site:http://www.spe.org/twa/print/archives/2008/2008v4n3/twa2008_v4n3_SoftSkills.pdf

Williams, K., & OReilly, C. A. (2010). Demography and diversity: A review of 40years of research. In Staw, B., & Sutton, R. (Eds), Research inorganizational behavior (pp. 77-140). Greenwich, CT: JAI Press.
http://www.spe.org/twa/print/archives/2008/2008v4n3/twa2008_v4n3_SoftSkills.pdfhttp://www.spe.org/twa/print/archives/2008/2008v4n3/twa2008_v4n3_SoftSkills.pdfhttp://www.spe.org/twa/print/archives/2008/2008v4n3/twa2008_v4n3_SoftSkills.pdfhttp://www.spe.org/twa/print/archives/2008/2008v4n3/twa2008_v4n3_SoftSkills.pdf


33/36

33

Gender Sensitivity And Employees Productivityat DInfinity Salon and Spa and at 2Bebz

Salon, Davao City

A ThesisPresented to the Faculty of

Arts and Sciences Department

Mijares, Lythel Angelique S.Cardao, Anne Murray C.Jalalon, Elaissa Kaye S.

Digao, John Paul O.Tenajeros, Lyndel L.Tejada, Jenelyn M.Juntilla, Trisha A.

April 2012


34/36

34

TABLE OF CONTENTS

Page

Chapter 1. INTRODUCTION

1.1 Introduction 1

1.2 Review of Related Literature 2

1.3 Theoretical Framework 9

1.4 Conceptual Framework 13

1.5 Statement of the Problem 13

1.6 Hypothesis 14

1.7 Significance of the Study 14

Chapter 2. METHOD

2.1 Research Design 15

2.2 Setting 15

2.3 Measure 16

2.4 Participants 17

2.4 Procedure 17

Chapter 3. RESULTS 19

Chapter 4. SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 23

4.1 Conclusions 24

4.2 Recommendations 24


35/36

35

LIST OF TABLES

No. Title Page

1 Level of Employees Productivity 19

2 Level of Customers Satisfaction 21


36/36

36

LIST OF FIGURE

No. Title Page

1 The Conceptual Framework of the Study 13

Documents

Thesis-Gender Sensitivityforediting Finalnajud