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8 November 2023
Women’s Obstacle to Equality in the Modern Workplace
Despite numerous research studies highlighting the importance of female economic empowerment in the labor market and national economic growth, women still face many obstacles in the modern work environment. Many of the challenges facing women have existed for decades. The inequality issues arise from traditional societal expectations for gender roles, official workplace policies, misogyny, and salient elements of the present work culture. The interplay between these factors results in women remaining underrepresented across all work levels, ranging from entry-level positions to corporate leadership. The gender wage gap, sexual harassment, pregnancy discrimination, and unemployment penalties are some of the common themes associated with gender inequality in the modern workplace and will be explored in this paper. Global cultural change is imperative to establish gender equality, meaning equal pay, representation, treatment, and access to career-building opportunities. While gender inequality operates as a self-reinforcing system that causes further discrimination against women, the inclusion of women in the labor market offers numerous advantages, which is why companies should take greater actions to eradicate gender barriers in the workplace.
Misogyny and Hostility Toward Female Coworkers
Most people get uncomfortable discussing sexism in the workplace despite it being a salient issue affecting workplace gender dynamics for years. Madsen discusses two types of sexism, ambivalent and benevolent, that contribute to the continuity of discriminatory stereotypes and cultures on sex (para. 2). Female employees will likely experience ambivalent sexism, whereby people will have contradictory attitudes, behaviors, values, and conditions that promote biases and predispositions based on sex. According to Madsen, when people talk about ambivalent sexism, they look at the statement that tends to generalize women as inferior to men (para. 3). Due to misogynistic perspectives, female employees are perceived as unintelligent, too emotional, incompetent, or manipulative. For instance, in most workplaces, women in the same position as men will typically be the ones to take notes or ensure there is drinking water. Ambivalent sexism is a cultural practice that combines gender ideologies to justify social hierarchy at the expense of women.
Sexual harassment is the most reported form of ambivalent sexism in the modern workplace. Studies show a linear relationship between ambivalent sexism and violence against women exists (Agadullina et al. 819). Agadullina et al. study highlights that hostile sexism impacts violent behavior toward women. It is important to note that this form of sexism is associated with sexual violence, not physical violence. Ambivalent sexism results in men believing that women employ manipulative means to secure power, including false accusations of inappropriate sexual conduct (Agadullina et al. 856). Such beliefs among men influence them to believe that women encourage or invite them for sexual interaction. As a result, such attitudes are associated with rape and sexual harassment (Agadullina et al. 819). Ambivalent men will not engage in physical violence because they understand its repercussions. However, sexual violence transfers the consequences to women. The result is that female workers fall into a continuous cycle of sexual harassment in the workplace.
Benevolent sexism is more associated with misogyny, which is the ingrained bias against women. Benevolent sexism entails positive attitudes or subjectivities of gender that are damaging to women and gender equality (Starmaski and Hing 2). For instance, some people believe women to be weak, thus needing the protection of men. While such belief systems benefit some women, they represent subtle socialization processes reinforcing sexism. As teenage boys grow up internalizing beliefs that women require protection from men, they are more likely to perceive women as the inferior gender. In the workplace, benevolent sexism will result in women missing out on networking opportunities (Madsen para. 7). Women are overlooked for career-advancing opportunities because their male colleagues and leadership see them as inferior and incapable of corporate leadership. Words such as assertive, intuitive, persuasive, or competitive will rarely feature in women’s recommendation letters (Madsen para. 9). Workplaces must address this form of unconscious bias of gender inequality and change the misogynistic beliefs in organizational culture.
Benevolent sexism is widespread in workplaces. Research indicates that people tend to internalize benevolent attitudes to the extent that it becomes normalized in conversations (Sattari et al. para. 18). Women have also unintentionally internalized the same adverse attitudes and normalized sexist behaviors or comments. Sattari et al. conducted a survey that highlighted 29-73% of men would call out their male peers if they used three to four benevolent statements (para. 14). Only after repeated behaviors would men commit to confronting their male colleagues for sexism. The same survey highlights that only 40% of men are fully committed to addressing workplace sexism (Sattari et al. para. 16). The shocking statistic implies that most men are comfortable or can tolerate sexist behaviors projected toward their female colleagues. The statistic also implies that men holding leadership positions also engage in sexism, given the interplay between misogyny and power / authority.
Misogyny and hostility towards women in the workplace are not perpetuated by men alone. Research studies inform that women also engage in ambivalent and benevolent sexism (Mizrahi 1581). Female competition and jealousy in the office can be sex-based. Women are subject to the same socialization process as men when young. Young girls will be taught to seek protection from men. Any female worker that seeks to dismantle this form of social protection might be subject to harassment from fellow female colleagues. The aggravation will be based on preserving the protected group members (Mizrahi 1582). The contemporary workplace needs to acknowledge the fact that female misogyny exists. Some women have been socialized to hate other women who go against traditional gender norms.
The Gender Wage Discrepancy
The gender wage gap is one of the most cited barriers to gender equality in the workplace. The most recent estimates highlight that women earn, on average, 16-23% less than men globally for the same amount of work (Action Aid para. 1). Other studies put the pay gap into perspective by indicating that women earn 77 cents for every dollar men earn. The difference in pay is often higher depending on the region and occupation. Globally, society has made significant progress in enhancing women’s access to education and jobs, but the pay gap persists because of deeply rooted inequalities. According to Action Aid, it is often assumed that the gender pay gap is not an indicator of gender discrimination. Rather, it is a statistical result of failing to adjust for elements that drive the wage differences (para. 10). However, these factors are often influenced by gender bias, such as career choice.
Women are socialized to pursue low-earning careers, influencing the gender pay gap. The education system encourages women to pursue careers related to social sciences, such as nursing and social work. The careers are perceived to align more with their nurturing attributes, highlighting the influence of benevolent sexism. On the other hand, boys are socialized to pursue careers in STEM-related fields disproportionately more than girls. The difference in socialization results in women occupying more low-paying jobs than men. Contrastingly, men get to occupy higher-paying jobs than women (Schieder and Gould para. 1). The decisions that girls and women make concerning their careers do not occur in a vacuum because they are shaped by societal norms. As a result, the gender pay gap persists even after accounting for the improvements in education and female employment rates.
The long hours at work or overtime necessary to secure high-paying jobs are incompatible with the traditionally gendered household obligations. There is a flawed belief in some people that hard work results in women seeing the full fruits of their labor. However, the reality is different. Research informs that women in the upper 90th percentile experience greater income disparity than those in the bottom tenth percentile (Schieder and Gould para. 198). The difference in earnings is driven by gender bias. High-paying corporations normally adopt pay practices that disproportionally isolate women through long working hours (Schieder and Gould para. 19). Men can work until nighttime because they are not required to get home early to cook, clean, or care for the children. Male peers are equally more available for non-work hours, such as weekend overtime. As a result, households are more likely to prioritize the father’s career (Cerrato and Cifre 8). On the other hand, women’s careers typically stagnate because they must take on more domestic work.
Retrieved from the U.S. Bureau of Labour Statistics (2013-2023)
While it has been established that women typically pursue low-earning careers more than their male counterparts, it is prudent to acknowledge that high-paying jobs are equally declining. When women increasingly dominate a professional field, average income tends to decrease. A 2009-2019 longitudinal survey found that when women entered an industry, the average pay for all in that sector after ten years was lower (Schieder and Gould para. 23). An example of such a field is computer programming, which used to be male-dominated. Such labor market trends encourage women to pursue low-paying jobs but with many social benefits. Jobs that fit this description include nursing, teaching, and writing. Addressing gender equality in the workplace will require changes in the labor market to ensure the entrance of women in one career does not result in pay declines.
Retrieved from the U.S. Bureau of Labour Statistics (2013-2023)
The Effects of Traditional Gender Roles
The traditional perception of women as the primary caregivers persists despite women joining the labor force. One underlying theme in academic literature is that stereotypes perpetuate inequalities. For instance, the stereotype that women are natural caregivers results in women taking up all, if not most, childcare responsibilities (Cerrato and Cifre 8). Such stereotypes can negatively affect women’s careers and lives, especially when they interplay with other factors. For example, women in the lower caste system in India experience much higher rates of domestic violence, rape, and exclusion from career opportunities. The caregiver role takes up women’s time, which could otherwise be spent improving their skills and knowledge required for career advancement (Cerrato and Cifre 8). Consequently, women are underrepresented in formal careers, especially at the management level. Ultimately, traditional gender roles are closely associated with the notion of unemployment penalties.
Women are more likely to experience longer periods of unemployment because of their caregiving roles. The cost to women’s careers in their child-rearing years is greater than that of men. Women will stay longer at home to nurse and heal from giving birth. Women’s long durations spent out for work impact their average income, especially for women paid per the number of work hours. On the other hand, longer stays also result in a loss of work-related skill and knowledge, and current events. The implied decline in productivity makes it harder for women to be rehired. Employers might perceive that the female worker will not meet expectations and is more likely to work fewer hours because of the need to return home early to cater to household obligations. The trend contributes to the gender pay gap since it impedes women’s ability to get management level jobs.
Traditional gender roles and expectations contribute to women being underrepresented in leadership roles. A McKinsey and Company study found that for every one hundred men promoted to entry-level positions, only 87 women are promoted (Krivkovich et al. para. 8). The statistic is worse for ethnic minorities as only 79 women of color got promoted (Krivkovich et al. para. 8). The collective result is having fewer women than men to promote into leadership positions. Increasing awareness of this imbalance results in women leaving their employers more than in recent years. Women are 10.5 times more likely to switch jobs than men at 9 (Krivkovich et al. para. 7). Female leaders understand that they face stronger corporate barriers and thus commit to identifying more suitable or accommodating companies. Moreover, women in leadership positions should champion for organizational culture changes that give women equal opportunity to get leadership positions.
It is critical to acknowledge the impact of race in reinforcing traditional gender stereotypes that negatively affect women’s careers. Ethnic minorities are subject to higher unemployment challenges. Higher unemployment rates among ethnic minorities are worrying, given that other studies highlight that women of color are more ambitious and qualified for executive positions. According to the McKinsey and Company study, 41% of ethnic minority women aspired to be corporate executives compared to 27% of Caucasian women (Krivkovich et al. para. 15). Despite such ambition, ethnic minority women are less likely to report managers supporting their career advancement. Ethnic minority women are also less likely to have strong allies in corporate teams. Lack of managerial and team members’ support suggests the absence of mentoring or support for ethnic minority women in the workplace.
Reasons to Enhance Female Equality in the Modern Workplace
There are compelling reasons for integrating gender diversity into workplace hiring and recruitment practices. Carosella report that advancing women’s equality in the workplace could add up to $12 trillion to the Gross Domestic Product (GDP) by 2025 (para. 3). The sum accounts for a 26% growth in global GDP. Women account for more than half of the working population, yet they do not benefit from opportunities to maximize their potential. Women promise to offer companies and economies wider access to a talent pool. Tapping into these different skills and knowledge will make a huge difference to a company’s productivity and overall bottom line. Women also bring different perspectives, thus enhancing the level of creativity and innovation in companies. Different perspectives also benefit companies through improved resilience because the diversity of ideas offers a competitive advantage for a company.
Workplace diversity is associated with more job satisfaction and employee retention. Research highlights that women tend to make more supportive bosses. Female bosses are more empathetic and are likely to employ effective leadership styles. Employees perform better when managers and leaders are supportive. Improved performance translates into enhanced job satisfaction. The workers feel less strained and are subject to fair workloads. The overall contentment results in improved organizational commitment and employee engagement, both which enhance corporate productivity. The committed employee is less likely to leave the Company for another employer. Therefore, enhanced job satisfaction due to gender diversity will result in increased employee retention.
Strategies to Enhance Gender Equality in the Workplace
The coronavirus pandemic highlighted the importance of flexible and remote work in establishing workplace inclusivity and diversity. Remote work allows women to choose work arrangements that give them a healthy work-life balance (Krivkovich et al. para. 22). Although traditional stereotypes associated with the caregiver role still affect working women, remote work can help reduce burnout. Accordingly, women are happier with their jobs and less likely to leave their companies. The McKinsey and Company research on female leadership highlighted that only one out of ten women prefer on-site job roles, with the majority wishing for remote employment or hybrid options (Krivkovich et al. para. 23). On another angle, remote work means women face reduced microaggressions (sexism). The home environment offers better psychological safety, contributing to increased women’s productivity.
Gender equality is established by ensuring equal access to training and career-building opportunities. One identified issue affecting women due to gender stereotypes is the failure to train, educate or empower female workers because they are perceived as inferior and incompetent. It is due time that managers include women in workplace initiatives that target enhancing skills, knowledge, and competencies. Corporate leaders should collect feedback from female employees to ensure the programs reflect individual and corporate needs. Training and development are at the heart of women accessing higher-paying jobs. Empowering women and allowing them to level up their skills will also promote equal gender representation in executive boards and managerial positions. Gender sensitivity training can also address biased opinions about women being less suited for leadership positions. Ultimately, women can learn and perform the same, if not more than men, given a fair chance. Therefore, companies should establish organizational policies that give women the same access to opportunities while also providing the necessary support women need such as maternal care centers at work.
Companies should hold managers accountable and ensure they only reward those who excel. Gender stereotypes result in biased and gendered performance reviews that negatively impact women’s chances of securing high-paying jobs and leadership (Starmaski and Hing 2). Gendered reward systems, including promotions and bonuses, contribute to the high turnover rates among women. Employers need to make their reward systems more transparent to satisfy all employees’ satisfaction and well-being. Moreover, the reward systems should reflect the worker’s expectations. Management should track attrition rates and collect feedback on what constitutes a relevant reward for performance. The metrics used to determine rewards should be consistent for both men and women.
Ultimately, women continue to face difficult, complex relationships with their careers due to gender inequality. Research into corporate gender relations highlights that gender bias is a concerning and endemic issue in most workplaces. However, workplace equality can be achieved through having an open mind, confronting misogynistic gender stereotypes, and promoting women in leadership. Workplace diversity should not be perceived as a quota that hiring and selection practices should achieve but as a prerequisite for organizational performance, employee satisfaction, and well-being. Women are hardworking, ambitious, inclusive, and more empathetic when in leadership. Creating safe work environments for women free from sexism and empowering women to serve in leadership roles offers a competitive advantage to a company in terms of organizational culture and financial performance. Therefore, the positives that a company, the labor market, and society can gain from ensuring gender equality and ending sexism offer compelling and objective reasons to accommodate women more in the contemporary workplace.
Works Cited
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Agadullina, Elena, et al. “Ambivalent Sexism and Violence Toward Women: A Meta-Analysis.” European Journal of Social Psychology, vol. 52, no. 5, pp. 819-859.
Carosella, Cristina. “Why Gender Equality Matters in Business Success.” Forbes, 27 May 2020, www.forbes.com/sites/forbesnonprofitcouncil/2020/03/27/why-gender-equality-matters-in-business-success/?sh=514e2a3c669c. Accessed 29 Apr. 2023.
Cerrato, Javier, and Eva Cifre. “Gender Inequality in Household Chores and Work-Family Conflict.” Frontiers in Psychology, vol. 9, no. 1330, 2018, pp. 1-9.
Krivkovich, Alexis, et al. “Women in the Workplace 2022.” McKinsey & Company, 18 Oct. 2022, www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace#/. Accessed 29 Apr. 2023.
Madsen, Susan. “How Does Sexism Influence Workplaces Today?” Forbes, 16 Mar. 2020. www.forbes.com/sites/forbescoachescouncil/2020/03/16/how-does-sexism-influence-workplaces-today/?sh=459089de7e51. Accessed 29 Apr. 2023.
Mizrahi, Ramit. “Hostility to the Presence of Women: Why Women Undermine Each Other in the Workplace and the Consequences for Title 7.” The Yale Law Journal, vol. 113, 2004, pp. 1579-1621.
Sattari, Negin, et al. “Dismantling Benevolent Sexism.” Harvard Business Review, 8 June 2022, https://hbr.org/2022/06/dismantling-benevolent-sexism. Accessed 29 Apr. 2023.
Schieder, Jessica and Elise Gould. “Women’s Work and the Gender Pay Gap.” Economic Policy Institute, 20 July 2016, https://www.epi.org/publication/womens-work-and-the-gender-pay-gap-how-discrimination-societal-norms-and-other-forces-affect-womens-occupational-choices-and-their-pay/. Accessed 29 Apr. 2023.
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