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    Gender Diversity in Public Sector

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    SURABHI SUSHREE NAYAK
    The document is a report on gender equality in the public sector presented by a group of students. It includes sections on the introduction/background, literature review, objectives, methodology, data analysis and findings, results and discussion, conclusions, and recommendations. The key findings are that while women make up around 30-40% of employees in some public sector organizations, true equal representation is still lacking. Several factors continue to inhibit gender diversity, such as workplace culture and environment. The report recommends creating a more female-friendly workplace and providing equal responsibilities to promote improved gender diversity.

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    Gender Diversity in Public Sector

    Uploaded by

    SURABHI SUSHREE NAYAK
    73 views21 pages
    The document is a report on gender equality in the public sector presented by a group of students. It includes sections on the introduction/background, literature review, objectives, methodology, data analysis and findings, results and discussion, conclusions, and recommendations. The key findings are that while women make up around 30-40% of employees in some public sector organizations, true equal representation is still lacking. Several factors continue to inhibit gender diversity, such as workplace culture and environment. The report recommends creating a more female-friendly workplace and providing equal responsibilities to promote improved gender diversity.

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    Gender Diversity in Public Sector PPT

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    Gender Diversity in Public Sector PPT

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    The document is a report on gender equality in the public sector presented by a group of students. It includes sections on the introduction/background, literature review, objectives, methodology, data analysis and findings, results and discussion, conclusions, and recommendations. The key findings are that while women make up around 30-40% of employees in some public sector organizations, true equal representation is still lacking. Several factors continue to inhibit gender diversity, such as workplace culture and environment. The report recommends creating a more female-friendly workplace and providing equal responsibilities to promote improved gender diversity.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    73 views21 pages

    Gender Diversity in Public Sector

    Uploaded by

    SURABHI SUSHREE NAYAK
    The document is a report on gender equality in the public sector presented by a group of students. It includes sections on the introduction/background, literature review, objectives, methodology, data analysis and findings, results and discussion, conclusions, and recommendations. The key findings are that while women make up around 30-40% of employees in some public sector organizations, true equal representation is still lacking. Several factors continue to inhibit gender diversity, such as workplace culture and environment. The report recommends creating a more female-friendly workplace and providing equal responsibilities to promote improved gender diversity.

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    of 21

    MANAGERIAL COMMUNICATION -II

    REPORT ON:

    GENDER EQUALITY IN
    PUBLIC SECTOR
    Under the supervision of
    Dr. VIDHU GAUR

    Presented By C-4
    Jitesh Srivastav (21PGDM120)
    G Bikash Kumar (21PGDM115)
    Vinaya (21PGDM146)
    Arnab Das (21PGDM108)
    Srimoyee Bardhan (21PGDM156)
    Surabhi Sushree Nayak (21PGDM142)

    QUICK OVERVIEW

    Acknowledgement
    DISCUSSION
    Abstract
    Introduction
    POINTS
    Objective and Research Methodology
    Data Analysis
    Results and Discussion
    Conclusion and Recommendation
    Limitation
    Bibliography
    ACKNOWLEDGEMENT

    Expressing heartiest gratitude from our


    team C4 to,
    Dr Vidhu Gaur
    &
    Dr. Sashikumar Savalam
    for having provided us the knowledge to
    carry forward the entire report.
    ABSTRACT
    Provides a brief idea of what topic we are
    covering in the report.

    Gender Diversity is a part of organizational


    diversity.

    It deals with the equitable representation of men


    and women in the workplace.

    Equal representation of women in government is an


    important measure of progress toward a more
    diverse and inclusive workforce.

    Team conducted a survey for primary research into


    the topic.
    GENDER DIVERSITY IN PUBLIC
    SECTOR - AN INTRODUCTION
    Gender diversity refers to an organization's equitable or fair
    representation of persons of diverse gender.Gender
    mainstreaming as a method is sure to create results.

    Equality and diversity at all levels and in all sectors of government


    improves government function

    AIM - understanding: What is the stage of gender diversity


    management in public organization and how has it changed
    over the years?

    The objects in the research are anonymous individuals currently


    deputed in PSU’s in India.

    Reason for choosing Indian PSU’s - igender inequality has been an


    evident part of Indian economy; understanding the trend of its
    evolution and factors/barriers influence this change is imperative.
    INCEPTION OF PSU’S IN INDIA

    Inequality in social and economic terms, a


    weakened industrial base, unemployment,
    insufficient investment, a lack of
    infrastructure, and a general lack of
    education and talent - ignited the fire for
    creation of PSU's in India.

    To address these issues and put India on


    the path to growth, a strategy for Public
    Sector Undertakings was developed.

    India used planned economic growth plans


    that included the establishment of PSUs
    like ONGC, EIL, Indian Oil, and BHEL were
    established
    PSU’S IN INDIA

    A public sector business is a government-


    owned enterprise, government-owned
    corporation, statutory corporation, or a
    nationalized firm

    PSUs provide enticing salary packages


    (beginning wages), which are frequently
    greater than comparable private-sector
    roles

    The most significant benefit of working for a


    PSU is the high level of job security that a
    government position provides
    LITERATURE REVIEW
    CREATING INCLUSIVE WORKSPACES IN
    PUBLIC SECTOR UNDERTAKINGS IN INDIA

    Gender diversity in the workplace is a


    pressing problem across the world. It is
    seen as a factor of a company's ability to
    develop, adapt, innovate, and prosper.
    Building and keeping workforce diversity
    is quickly becoming a top management
    objective as well as a business
    requirement.
    DECLINING TRENDS IN FEMALE
    LABOUR FORCE PARTICIPATION IN
    INDIA

    Hiring, retaining, and advancing women in


    their careers is a significant difficulty. The
    female labour force participation rate in
    India has remained conspicuously low. At
    higher organisational levels, the number of
    women continues to decline. Women make
    up 42 percent of new graduates in India, but
    just 24 percent of entry-level professionals.

    The Government of India (2017b) reaffirmed


    the downward trend in female labor-force
    participation.
    WOMEN IN PUBLIC SECTOR JOBS IN
    INDIA

    Women make up 115318 of the 1.23 million,


    accounting for 9.36% of the total. It was 9.81
    percent in 2013-14. In 2014-15, it was 9.45
    percent, and in 2015-16, it was 9.36 percent.

    Arundhati Bhattacharya became the first woman


    to lead the SBI in 2013, and she was followed by
    women at other banks. Several women have
    been appointed as Directors or C-level
    executives in government-owned banks.

    With Dr. V R Lalithambika and her team


    managing India's ambitious Gaganyan project,
    the ISRO is another institution where the gender
    diversity picture looks bright
    OBJECTIVE AND RESEARCH
    METHODOLOGY
    THE TOPIC OF GENDER DIVERSITY

    Objective
    This report aims to examine the topic of
    gender diversity in the public sector
    organizations

    Research Methodology
    Primary data was collected from 60 subjects
    with the help of a questionnaire over
    telephonic interview.
    Secondary data was collected from research
    papers, digital newspaper articles, blogs, etc.
    Data Analysis
    On analyzing the responses
    collected from the survey,
    charts were prepared to
    present the statistics. Stated
    below were the findings from
    the population
    TABLE DEPICTS THE SERVICE LEVELS OF THE
    SUBJECTS WHO FILLED THE SURVEY

    E1 is the lowest level in the organization consisting


    of subjects below manager level, E3-E5 represent
    manager level posts and E5-E7 are executive level
    posts

    TABLE DEPICTS THE GENDER


    RATIO IN INDIVIDUAL SERVICE
    LEVELS TO WHICH THE
    SUBJECTS BELONG
    TABLE DEPICTS AN APPROXI. FIGURE OF TOTAL
    FEMALES PRESENT IN THE SUBJECTS
    ORGANIZATION WORKFORCE.

    IT DEPICTS THE APPROX. FIGURES OF TOTAL


    SUBJECTS WHO AGREED/DISAGREED THAT
    THEIR ORGANIZATION HAS A STRATEGY TO
    CLOSE THE GENDER GAP IF ANY IDENTIFIED
    TABLE DEPICTS THE APPROX. FIGURES OF TOTAL
    SUBJECTS WHO AGREED AND DISAGREED THAT
    THEIR ORGANIZATION HAS A TRAINING POLICY
    THAT COVERS ALL EMPLOYEES-INCLUDING BOTH
    MEN AND WOMEN

    IT DEPICTS APPROX. FIGURES OF SUBJECTS WHO


    AGREED/DISAGREED THAT THEIR ORGANIZATION HAS
    ANTI-SEXUAL HARASSMENT, ANTI-GENDER VIOLENCE
    POLICY OR EQUIVALENT.
    IT DEPICTS THE VOTES INDIVIDUAL
    SUBJECTS GAVE AGAINST THE FACTORS
    WHICH CONTRIBUTE TO THE GENDER
    DIVERSITY IN THEIR ORGANIZATIONS
    RESULTS AND DISCUSSION
    The percentage of subjects who agreed that their organization has ~ 30-40% women
    employees in the workforce was higher than the percentage of subjects who agreed that
    their organization had lower percentage of women in their workplace. However, the former
    employees also filled that the total workforce falls under the higher bracket (2000-5000 and
    >5000 employees), thus signifying that the women in workforce are still on the lower side of
    the scale.
    With increasing gender sensitivity and gender inclusivity campaigns, their is a subtle
    increase in women workforce participation. However equal prolific participation is still a long
    way ahead. The data in the above chart (Fig. 7,8,9) clearly states that the age old dogma still
    has very strong influence in the public workforce scenario and this in turn is the biggest
    hurdle to an active, aggressive, enforcible, gender equal workforce.
    As per the survey undertaken, the factor inhibiting the active participation of both genders in
    the workforce ranges from conventional ones to more specific like location, position, and
    workplace environment safety.
    ·Contrary to the general assumption of women and men being more tilted to personal
    responsibilities in public organizations, our sample space puts a question on this notion for
    reconsideration in the recent times.
    RESULTS AND DISCUSSION
    ·Through secondary research we have learned-The demography of a work-group critically
    influences group processes which affect group performance, which in turn shapes
    organization performance. Having analysed the gender proportion trends of some Indian
    Public sector organizations we conclude that gender diversity in current workplace scenario
    is still not an equal representation of all types.
    CONCLUSION AND RECOMMENDATION
    Conclusion
    it is evident that gender diversity is more than merely guaranteeing equal representation of
    men and women on teams. There is an urgent need to consider the context in which the
    diversity performance relationship is being investigated.
    As we examined various factors contribute to the decisions made by subjects towards their
    workplace and job responsibilities, public organizations should act upon the shortcomings.
    If Indian PSU’s do not aggressively promote gender diversity in the workplace, they will
    miss out on the economic advantages of improved company reputation and talent
    management.

    Recommendations
    Creating a female-friendly labour force

    Creating a welcoming environment in the workplace

    Providing equal responsibilities for both genders


    LIMITATIONS

    ·In-depth collection of secondary data was not done due to time constraint

    ·The primary study was restricted to few public sector organizations only and also to 60
    people.

    ·There were a few limitations faced while preparing this project due to time and
    literature constraints.

    ·Lack of time and the casual attitudes of the subjects leading to approximations in data.
    THANK YOU!
    PRESENTED BY C4

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