Linking Gender with Human

Resource Management

Gender Fairness as Good Business Practice

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

Human Resource Organizational

Management Performance

Organizational
Culture
 Global Reality

The past decades have seen an increasing number

of women in the workplace.
In the 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 Change
(Dave Ulrich)

People Change Agent

Employee
Champion
concerned with identifying and
deals with day to day problems,
developing new behaviors
needs and concerns of individual
that will sustain a company’s
employees
competitiveness

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

Administrative Expert Strategic Partner

Process
 Global Reality
 Glass-ceiling (barrier for women in
important positions)
 Glass-walls (limit women to certain
occupations)
 Women’s income are less than men’s in
similar positions
 Men tend to have higher-level jobs than
women even if literacy and educational
levels are the same across genders
 Global Reality
 Based on Work Orientation
Survey
• There is less job satisfaction in women
than in men
• Their (women) work provides low
income, less opportunities for
advancement
• Work does not allow them to work
independently
 Current Reality: Women Rule
Philippine Workforce

Year Women Men

2002 1.86 M 1.4 M
Sup Positions Sup Positions
2004 2.162 M 1.613 M
2006 2.257 M 1.629 M

91 percent of businesses in the Philippines

have women in senior management positions
 Current Reality: Women Rule
Philippine Workforce
Jobs Women Men
Professionals 7.7% 2.2%

Technicians/Associate Professional 3.6% 2.2%

Clerks 7.7% 2.7%

Service Workers/Shop & Markets 12.5% 7.6%

sales workers
Laborers/Unskilled Workers 36.1% 28.8%

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 Differences
Performance Framework

Performance = f (A, M, E)
 Theories of Motivation
Needs Organization and
Leadership
 Maslow’s Hierarchy
 Herzberg’s 2-Factor  McGregor’s X and Y
 McClelland’s Needs  Argyris

Learned Behaviors Goals and

Expectancy
 Skinner’s Reinforcement
 Lawler and Porter’s  Locke’s Goal
Reward and Satisfaction  Vrooms’ Expectancy
 Adam’s Equity
EMPLOYEE WORK
MOTIVATION
ENVIRONMENT
Does s/he want
to do it? Is the organization
Supportive?

Performance

EMPLOYEE
ABILITY

Can s/he do it?

Maslow’s Hierarchy

Meaning
Self-Esteem
Relationships
Well-Being and Safety
Basic Physiological
HERZBERG’S MOTIVATION-HYGIENE MODEL
MOTIVATORS
NO SATISFACTION SATISFACTION
Jobs that do not Jobs offering
offer achievement, achievement,
recognition, recognition,
stimulating work, stimulating work,
responsibility and responsibility and
achievement. achievement.

HYGIENE FACTORS
DISSATISFACTION NO DISSATISFACTION

Jobs with poor Jobs with good

company policies company policies and
and administration, administration,
technical supervision, technical supervision,
salary, interpersonal salary, interpersonal
relationships with relationships with
supervisors and supervisors and
working conditions 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’s
Theory X Theory Y

 People inherently  Work is a natural

dislike work and when phenomenon and if
possible will avoid it conditions are favorable
people will not only
accept responsibility but
will seek it
 If people are committed
 They have little to organizational
ambition, tend to shun objectives, they will
responsibility and exercise self-direction
prefer to be directed 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
Challenging Goals
Self-efficacy,
Feedback and
environment

High Satisfaction High Performance

Meaningful
Rewards
 Equity

 An individual who perceives

inequity in his compensation will
be dissatisfied. Equity deals with
two levels,
• balance between outcome achieved
and input required, and
• balance in comparison with co-
workers
Filipino Hierarchy of Needs
(A Study of 176 Dept. Heads of 38 gov’t. corps)
1. Physiological
2. Self-realization
3. Security and safety
4. Social
5. Status and Prestige

According to Andres
First stage: “Upang makaraos” (survival)
Second stage: “Upang Maayos ang buhay (stability)
Third stage: Upang maging maunlad and buhay” (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 environment
Responsibility-Autonomy
Meaningful Interest Accountability

Challenge
The job Achievement

Results feedback

The leader Mutual Trust

Targets agreed
Involvement

Recognition
Colleagues Support

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

Participant in the 2004

Work Orientation Survey
Conducted by PMAP
PERFORMANCE FRAMEWORK

EMPLOYEE

REWARDS

PERFORMANCE
FACTORS ARE MET

HIGH JOB
SATISFACTION HIGH PERFORMANCE
GENDER-FAIR WORKPLACE

EMPLOYEE

NEEDS OF MEN NEEDS OF WOMEN

UNIQUE LIFE SITUATIONS UNIQUE LIFE SITUATIONS

HIGH JOB SATISFACTION

HIGH PERFORMANCE
 Strategic Gender-Based Human Resource Management

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

Strategy and LINK

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