Gender Issues in the Workplace

sexual practice Issues in the WorkplaceIntroductionThis paper seeks to define what is meant by sex activity issues in the workplace in relation to underlying tensions, in say prejudice and unfair practices which often ar perceived provided appease without full recognition or sufficient direct managework forcet of the problem.It proposes to question pre conceived vox populis of success based on qualities such as ability and skill and rather seeks to uncover the more tacit business surround known but never fully appreciated in relation to cargoner advancework forcet and company progression. A deem of conflicting theories proposed by some(prenominal) feminist scholars and male business analysts exist on this subject which makes it both a complicated and contentious discussion. It is also one that good deal justify the sort in which workplace failings and successes can be interpreted from a number of angles where sexual practice bias is concerned politic solelyy, psychological ly, socially and academically.Typically sexual urge inequality is a much deeper perception involving social hierarchys and preconceived notions of what men and women are capable of in terms of leading and management. It is important to distinguish what is traditionally meant by reward and disadvantage in an administrational setting and in the context of gender. Some examples might include an employer may not hire, pass on or wrongfully arouse an employee based on his or her gender, or that an employers pay is unequally based on gender, some employers show discrimination towards pregnant female workers, female employees are passed over for promotion in favour of more junior, less-qualified male co-workers. (Sahu, 2009) However looking at discrimination in its broader sense there is a wide held argument that as white and male it is easy to become invisible in society to go unacknowledged and unrecognized, but once visible as a consequence of being labeled as say black, homosexu al, a womanindividuals can adopt a greater em billetment just by being different (Robinson, 2000, Phelan, 2008, Haraway, 1999)In 1994 a popular American journal, Business Week published an article which stipulatedWhite, male and worried White men salvage dominate corporate America. But in companies with aggressive diversity programs they are beginning to feel angry and resentful. What should companies do? (Burke and Black, 1997 933-942)From such theorizing it is possible to engage with the notion that perhaps by being invisible this can perpetuate both political and social exclusion. World Modern History since the 1960s has witnessed the rise of accomplished Rights, womens liberation, gay liberation and a more growing acceptance of diversity has resulted in the decentralization of the white male (Robinson,2000 2) and a culmination of all these things could be attributed to a crisis in masculinity of sorts. In contrast Virginia Schein et al propose that men and women do not lead or manage any differently in the work environment, but that they are perceived in different ways and that effectiveness as a male in a leading role is something which is automatically attributed to them. Whereas women who exhibit the same behaviours as men are not judged as being as authoritative or having the same skills, because this is what we traditionally perceive inherently about men and women. (Sinclair, 200525) And just as people can make themselves invisible in the work environment, so too can they make themselves visible. Being visible represents a tangible surface state, one in which someone can be seen to be visibly being excluded or different. At a deeper more conceptual level hence there is a power to become invisible, often as a consequence of difficult to attain the male norm. (Simpson and Lewis, 20051253-1275)Caution however must be exacted when considering these theories which could also be used as a means to essentially make excuses for racist or prejudice pra ctices in the workplace. (Pierce, 200353-70)Other theorists of invisibleness consider this to be a covert way of preventing either women or black co-workers to progress. That the backlash matte up by white male men is actually a means to subjugate minorities in the work place even further. Scholars such as Nicholson line up to theories such as the Patriarchal culture which is instilled in men and women through a process of socialization from a very early age. For example that men are better than women in sport, or that men make better surgeons etc. (Nicolson, 1996108)There is a definite counter-argument where some previous traditional theories of invisibility apply evolved. For example some research determines that men have become to think of themselves as being without gender, largely because they are oblivious to, or look at to ignore that invisibility generates inequality. Thus the invisibility of gender experienced by men generates the inequalities that are constrained by g ender. That essentially many men are in possession for whatever reason, of a number of structural privileges and power within the organizations that they work in and that by confronting their participation in maintaining inequality amid themselves and women, that they should take responsibility for liberating themselves rather than blaming their problems on women. (McKay, 199711) Many men continue to disregard the notion of male privilege creating an invisibility of the problem itself. The more this invisibility is encouraged the more gender problems will continue to escalate. (Johnson, 2005157)Basically there is a strong argument to suggest the very fact that men in the workplace are perpetuating patriarchy and gender inequality, is because they are in denial of it and therefore the problem itself becomes invisible.Issues remain across all minority workplace discriminations. Barriers continue to exist despite western laws on equal opportunities and fair working practices. Essentia lly there should be no barriers to succeeding. And yet for black, disabled, gay, women or other traditionally marginalized workers there continues to be a significant problem where acquiring progressive job positions exists, indicating that there are a number of unseen issues and opinions being do below the surface and continue to remain invisible. (Hesse-Biber and Carter, 200575-78)A recent research study of female engineers in the work environment was conducted in an attempt to classify this complex in/visibility paradox. The women engineers could be seen to be at once both visible as women but invisible as engineers. This contradiction then adds yet another element to the discussion, but also helps to explain why it is difficult to retain women in engineering roles. Their invisibility as engineers can be attributed to the fact that they require considerable effort to be taken seriously in this particular job, thus undermining their overall confidence. As visible women they face howling(a) contradictory pressures to become one of the lads, whilst maintaining their femininity and these in/visibility dynamics get taken for granted at the same time as create a cumulative and problematic outcome, not least because they are subtle and taken for granted. (Faulkner, 2009169-189)Similarly another recent relevant journal article relays the findings of a small-scale project which involved a study of men who moved over into what has traditionally been considered womens work. One immediate outcome apparent in all ten men was experiencing the challenges of feeling emasculated and having their masculinity queried in a number of ways and in a variety of situations. The way in which the men managed these challenges is particularly interesting as they all attempted to maintain their masculinity and their traditional persona associated with masculinity by distancing themselves from their female co-workers. (Cross and Bagilhole, 2002204-226)Thus potentially qualification themselves invisible to the situation. This provides some further interesting light on the notion of visibility and invisibility in organizational structures.That men resolutely continue to re-enforce their gender and identity regardless of whether it is challenged or not, but in such a way that they make themselves invisible in the process. Might this then suggest that men will go to any lengths to maintain their dominant gender, even when they are performing those roles traditionally considered womens work? Whilst it may also represent juxtaposition for the behaviour of women, often criticized in the work place for their defensiveness or ruthless behaviour. Perhaps women in turn are masking their femininity in a ask in to be taken seriously or remain invisible as they feel threatened by the challenges men pose.ConclusionWhat can be reason from this complicated analysis is that it still remains difficult to determine whether invisibility exists, or whether it is a means of simply not seeing or acknowledging gender differentiation. Are male workers unaware of the fact that they are inherently patriarchal, or is it women who continue to see them in this way as they traditionally remain challenged and psychologically subjugated by their male co-workers? This might then suggest that there is no real suppression of gender taking place in organizations, but rather most women and men are defensive about their jobs and careers. This is a highly problematic area that continues to demand further research and a rethinking of gender stereotypes for both management and workers generally. (Mavin et al, 2004293-303)What is apparent from this study is the degree with which both men and women play out their insecurities whilst both hiding and exposing elements of visibility and invisibility depending on the circumstances. Invisibility, as has also been outlined in this document poses a much wider conceptual problem. The problem of barriers that exist not just with individual s but with whole organizations, those that choose to promote the types of people they consider suitable to the organization itself and therefore creating their own invisible discriminatory practices.A complex system of psychological interactions can impact on the way in which people generally make themselves visible or invisible within an organization. There are many contributing factors, some of which have been explored throughout this document and many of which require considerable future research. It is clear that gender based priviledge exists. This is a reality in terms of the statistics which reflect the number of men in positions of power in contrast with the often lower salaried lesser roles adopted by women. But as to whether who is putting who at a disadvantage may be dependent on a whole series of contributory factors such as the culture and size of the organization itself, the way in which the individuals working in that organisation have been socialized and what values and expectations they have been encouraged to appreciate from birth.BibliographyBurke, R, J, Black, S (1997) Save the Males Backlash in Organisations, Journal of Business Ethics, Volume 16Cross, S. and Bagilhole, B. (2002) Girls Jobs for the Boys? Men, Masculinity and Non-Traditional Occupations, sexual practice Work and Organization, Volume 9, Issue 2Faulkner (2009) Doing gender in engineering workplace cultures. II. 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