OUM BUSINESS SCHOOL

JANUARY / 2015

BMHR 5103 Human Resources Management

DR. SUMATHI SANGARAN

MATRICULATION NO:

CGS00895201

IDENTITY CARD NO.

900308-08-5279

TELEPHONE NO.

011-26299615

E-MAIL

hesanrajarani@gmail.com

LEARNING CENTRE

Greenhill Learning Centre

ACKNOWLEDGEMENT

I would like to take this opportunity to express my heartfelt appreciation to my facilitator

Dr.Sumathi Sangaran

Without his identification of the assignment strength, guidance and advice on the
assignment development, it would be almost impossible to complete the task as schedule.
Under his supervision and motivation, I am able to perform well in conducting this study.

In addition, we would also like to thank Air-Marine Group which provides me

valuable information as the guidance of the assignment.

Lastly, I stress that I have fully committed and contributed immensely to achieve my
project goals. I have overcome many difficulties during the development of the assignment
and eventually the result is upon satisfactory level completing this study in such a great style.
Thousand thanks again are given to those who have helped me making this assignment can be
done successfully and meet the time frame.

Table of Contents
Contents
Acknowledgement
Chapter 1- The Introduction

Page
4
5

1.0-Brief Background
1.1-Current State Activity
1.2-Organizational Chart
1.3 Human Resources Manager & Background
1.4 S.W.O.T Analysis
Chapter 2 Problem Statement (Gender Pay Gap )

2.0 Main Factors

2.1 Analyzing The Objectives Of The Problem Statement
2.2 Human Capital Statics ( Air-Marine )
2.3 Study on the pay gap between gender > to education.
2.4 Study on the pay gap between gender > to age.
2.5 Study on the pay gap between gender >to marital status & Child
2.6 Study on the pay gap between gender>to type of employment

7
8
10
11
12
13
13
13
16

contract.
Chapter 3-Proposed Action

19

3.0 Main Action Plan

3.1 Implementation

20
21

Chapter 4 Conclusion & Implications

Chapter 5Reference
Chapter 6-Appendix

29

CHAPTER 1 THE INTRODUCTION

1.0 Brief Background
The history of the Air-Marine is a impressive and rich as the loads and projects
handles. The modern Air-Marine is one of the leading in south east asia first class service
provider for the power, oil & gas and petrochemical industry was established in the year of
1981 by its present Managing Director; Mr William Chiew and was originally setup as a
3

freight forwarder and customs clearance agent., Further to this as Air-Marine acquired the 1st
project ( Bakun ) in the year of 2005 were a turning point, These key acquisitions helped to
boost the resources of transport and installation equipments and swelled the ranks of highly
skilled and experienced personnel .

Picture 1: Air-Marine Logo

Air-Marine has continually progressed and developed its group of companies, the speed at
Air-Marine have grown and the number of business been become part of Air-Marine have
created the need for one; South East Asia Brand Identity which clears represents Making the
impossible possible. The new venture has combined the technical innovations and
equipments inventory whilst adhering to the strictest safety standards, Air-Marine is a team of
experienced heavy lift enthusiasts offering a complete package of specialized heavy lifting,
crane rental, jacking, skidding ,heavy transport , weighing and total project solution.
Air-Marine Group of Companies; with branch offices around the South East Asia region from
East Malaysia to West Malaysia and Singapore. Air-Marine is now one of the largest
specialist heavy lifting and transport companies in the South East Asia Region. Air-marine
have grown considerably in scale and in the expertise offer, but Air-Marine still a business
inspired by the same passion for engineering solutions that prompted the formation of Air-

Marine Group Of Companies over the 30 years.. As its today, has grown and evolved over
time. Basically it forms a culmination of worldwide experience and expertise from strong,
successful and visionary family-orientated companies , with their roots in moving and lifting
going back in time as far as 1981.
Air-Marine Ensures that it have exceptional management team at every level and the treat
every job as the highest level vital. Various of expertise have been hired from various part of
region such as Nederland, Philippines, Thailand, China, India and many more . This Joint
Team of expertise with the Air-Marine Group Of Companies had made it one of the most
successful company.

1.1 Current State Activity

POH
eiv
MlL
e&
T&
s
tG
na
s

y
i

fo

r
r

p
a

o
t

r
i

Over the years, Air-Marine has developed an extensive portfolio of transportation

projects for the onshore and offshore oil and gas industry. Nevertheless, its commitment to
Zero Lost Time Injury, technology and cost efficiency was the key reasons for Air-Marine
to grab the opportunity. Prime mover transportation is widely utilised for distribution goods

and heavy haulage transportation on the road ways. Weighing is widely utilise on measuring
the dry weight of the ultra heavy topside to the lightest tonnes of manifold using the 3000
metric tan capacity equipment.

Jacking And Skidding is mostly been sub-out the task to our long-term skidding
contractor which having professional expertise in the conducting the skidding operation . As a
the engineering department is the backbone for the first class service , all the operation been
carried out with a well planning and preparation is the key of success .

Picture 2: Heavy Lift & Transporter Services.

Heavy lifting with over 100 of cranes Air Marine Fleet is the largest Malaysian owned
crane company and has been providing crane supply services to the region . Cranes with the
maximum capacities over 150 tonners are now handled by the Heavy Contracting Division.
This includes the companies flagship a Demag CC2000, 400 tonnes crawler crane with super
lift attachment.

Using a range of hydraulic submersible ballast and de-ballast pumps, Air-Marine is

capable of performing very high capacity barge ballasting operations .In Fact Air-Marine
frequently supply ballast and de-ballast systems capable of in excess of 60,000 Cu.m/h. The
system is fully computer monitored and can be used in conjunction with the innovative
skidding equipment to perform sophisticated load-out operations. Control of the Air-Marine
barge ballasting system can be offered at two levels: locally, via the panel on each hydraulic
power pack, or remotely, using in-house designed software. Air-Marine hold a variety of
common barge configurations on database so as to minimize set-up time on new operations.
Logistics Ccapabilities range from the support of single import/export jobs to
complete end-to-end projects involving the transportation of complex freight items across
some of the worlds harshest environments. Air-Marine plan bespoke, multi-modal packages
incorporating all the necessary services from our huge range to execute every delivery as
expeditiously and cost-effectively as possible. All Air-Marines departments and offices across
the South East Asia work seamlessly to achieve this.

Picture 3 : Shifting & Load Out CPP Topside ( 3500MT ) at Sapura Kencana Yard , Lumut
Perak .
Load In-Load Out and Engineering is an authority on load-out systems for platforms
and jackets. This service allows modules to be transported hundreds of meters to the load-out
quay so that several modules can be built at the fabrication facility without impeding access
to the quay, and multiple load-outs can be executed from a single load-out point. The result is
minimum site disruption and maximum efficiency. Alternatively, this will be using our
Goldhofer and Scheluer SPMT it capable of loading in up 25,000 metric tons.

1.2 Organizational Chart

1.3 Human Resources Manager & Background

10

1.4 Strength, Weakness, Opportunities & Threat ( S.W.O.T Analysis

)
S.W.O.T Table 1
Strength
Opportunities
Strong brand portfolio
Increasing fuel prices
Brand reputation valued at RM3
Strategic Partnership.
Changing customer need
billion
Niche Market
Weakness
Poor environmental record

Threat
Fluctuating fuel prices
Intense competition

Poor Management Skill & Training

11

Strength
Strong brand portfolio
Air-Marine currently a major sub-contractor wholly owned by Malaysian which services
major in Energy, oil and gas industry like petronas, Sapura Kencana Petroleum , Tabung Haji
Heavy Engineering , Malaysia Marine Heavy Engineering as well MLNG Projects . This
does not only increases the brand awareness but also do satisfy every client group needs,

Brand reputation valued at RM3 billion

Air-Marine one of the Top 30 listed heavy lift brand internationally. Air-Marine is known
for its heavy cargo challenging service.

Niche Market
In southeast Asia , Air-Marine is one of the leading company who strike the most number
of axle line own and number of competitor is as less than 10 nos . For example, ALE
Heavy lift , Sarens International , Faggioli and Tat Hong .etc

Weakness
Poor environmental record
Air-Marine had an amount of chemical residual been discharge to the public drainage
system without having a chemical disposal management system. This Would be improve by
implementing a proper Chemical disposal system.

Poor Management Skill & Training

Air-Marine had less management trained personnel that should be improve to enhance a
better understanding in a management system . New Employee been hired been allowed to
operate the equipment without a proper theoretical training system. This been retaining more
old skill personnels.

Opportunities
Increasing fuel prices
Increasing in fuel price that is an advantage for more exploration its been done for the
world demand and supply . This has increase more logistics and heavy lift jobs in the oil and
gas industry.
12

Strategic partnerships
Air-Marine have its strategic joint venture business with Royal Cargo Pvt Ltd , Tat Hong
Sdn Bhd , Sarens JWS Sdn Bhd as well the UES Sdn bhd .

Changing client needs

Air-Marine had upgrade its equipment in having new technology of SPMT ( Self
Propelled Modular Trailer ) as well heavy lift cranes and having the highest capacity of
crawler cranes as it has minimize the break down period as well provide the best technology
to current industry that meets the expectation of the client.

Fluctuating fuel prices

The current moment the crude oil price is having a downward price . This would affect
the projects which are held out of SouthEast Region.

Intense competition
In this niche industry, intense competition from the local players such as Megalift Sdn
Bhd and GS Express Sdn Bhd and Lima Bintang Sdn Bhd having a strong growing
competition as the fabrication demand increases .

Chapter 2 Problem Statement.

2.0 Main Factors
The gender pay gap linked to a number of legal social and economic factors which go far
beyond the single issue of equal pay for work. The most Vital issues included:

Direct Discrimination
In some cases women are paid less than men for doing the same job , although this factor
only explains a small part of the gender pay gap, due to the effectiveness of the national
legislations .

The undervaluing of Womens Work

13

Womens competences are valued less compared to mens , Job requiring similar to skills
qualifications or marital status tend to be poorly paid and undervalued when they are
dominated by women rather than men . the evaluation of performance and hence pay level
and career progression, may also be biased in favor of men .

Segregation in the labour market

Women often work in sectors where their work is valued less lower paid than in the
predominantly male sectors, many women work in low paid occupations.

Traditions and stereotypes

There may influence the choice of educational paths and, consequently, professional
careers that girls and women take. There are fewer women working in scientific and technical
jobs. Women are expected to reduce their working hours or exit the labour market to carry out
child or elder care.

Balancing work and private life

Family and care responsibilities are still not equally shared . The employment rate of
women decreases with the number of children, while the employment rate of men increases
with the first and the second child . this is an evidence of a pay gap when looking at the
differences in hourly earning between day and night shift workers. Women have more carreer
interruptions or work shorter hours than men. This can impact negatively on their career
development and promotion prospects.

2.1 Analyzing Objective of the problem statement

1)
2)
3)
4)

To study on the pay gap between gender respect to education.

To Study on the pay gap between gender respect to age.
To study on the pay gap between gender respect to marital status & Child.
To study on the pay gap between gender respect to type of employment contract.

14

2.2 Human Capital Statistics

Total Number of Employee Table

15

Male = 63
Foreign Workers
Local Workers

19
44

Female = 42
Foreign Workers
Local Workers
16

7
35

Education
A-Levels
Diploma
Degree
Master
Phd
Age
Below 30 Years Old
30-40 Years Old
40-50 Years Old
Child + Spouse
Spouse
Single
Marital Status
Contract

27
13
17
6
Nil
16
35
12
16
25
22
41
46

Education
A-Levels
Diploma
Degree
Master
Phd
Age
Below 30 Years Old
30-40 Years Old
40-50 Years Old
Child + Spouse
Spouse
Single
Marital Status
Contract

29
5
8
Nil
Nil
23
11
8
17
16
9
33
7

Table above shows the total demographic of employees in the organization .This information
been obtained from the Administration Manager who majorly responsible of human capital.
The information shows 60 (%) percentage of the firm had made up by the male gender than
the rest 40 (%) been made up of female gender in the organization. Besides, 30 (%)
percentage of the expat have cover up the male gender than the expat female about 16 (%)
percentage had made up .

17

2.3 To study on the pay gap between gender respect to education

Total Education Qualifications Air-Marine Project Engineering Sdn Bhd

A-Levels -M
Diploma - M
Degree -M
Master 's-M
P.H.D -M
A-Levels -F
Diploma -F
Degree -F
Master 's -F
P.H.D -F

Male
Education =
Advanced Certificate
Diploma
Degree
Master
Phd
Income P.A
Advanced Certificate
Diploma
Degree
Master

Gender
Female
Education
27
Advanced Certificate
13
Diploma
17
Degree
6
Master
Nil
Phd
Income P.A
1620 Advanced Certificate < =
0
Diploma = 26400
2760 Degree = 28800
0
Master = 38400
3000 Phd = Nil
0
3960
0
Nil

18

29
5
8
Nil
Nil
1380
0
2640
0
2880
0
3840
0
Nil

Gender discrimination is in evidence that women have lesser access to productivity

increasing opportunities such formal schooling or placement .Besides, female are able to
obtain basic education or access to education that inferior quality than male .An Analysis of
the gender pay gap respect to education in Air-marine shown above ( Table 2.3)

2.4 To Study on the pay gap between gender respect to age

Employee Age - Air-Marine Project Engineering Sdn Bhd

< 30 Y.O -M
30-40 Y.O -M
40-50> Y.O-M
< 30 Y.O - F
30-40 Y.O- F
40-50> Y.O -F

Male
Age =
Below 30 Years Old
30-40 Years Old
40-50 Years Old
Below 30 Years Old
30-40 Years Old
40-50 Years Old

Gender
Income P.A
Female
Age =
16
Below 30 Years Old =
35
30-40 Years Old =
12
40-50 Years Old =
16200-96000
Below 30 Years Old
96000-240000
30-40 Years Old
9600-240000
40-50 Years Old

Income P.A
23
13
6
13800 78000
78000-125000
78000125000

Table shows there is less opportunities for females to retain in organization as well
where there will be salary gap between men and female for a same job and responsibilities.
19

This will be the skill and productivity of the employee might not be equal as to females . This
cause a gender discrimination in the organization. An Analysis of the gender pay gap respect
to age n in Air-marine shown above (Table 2.4).

Maritial Status- Air-Marine Project Engineering Sdn Bhd

Child + Spouse -M
Spouse -M
Single -M
Child + Spouse -F
Spouse -F
Single-F

2.5 To study on the pay gap between gender respect to marital status

Male
Child + Spouse
Spouse
Single
Child + Spouse
Spouse
Single

Income P.A
16
25
22
21600 -216000
90720-99072
39600-45600

Gender
Female
Child + Spouse
Spouse
Single
Child + Spouse
Spouse
Single

Income P.A
17
16
9
18000- 114000
81600-8700
30000-33600

There is more male than female stated on the table in the organization. The organization has
paid the female with lesser salary due to the job responsibilities lesser compare to male
gender in the organization. This shows the company had set a limitation when hiring the
female in the organization. More females tend to have child will be little difficult in handling
an engineering task .
20

2.6 To study on the pay gap between gender respect to type of employment contract.

Type Of Employement Contract- Air-Marine Project Engineering Sdn Bhd

Foreign Worker -M
Executive Contract -M
Skilled Worker -M
Foreign Workers -F
Executive Contract -F
Skilled Worker -F

Male
Foreign Skilled Workers
Executive Contract
Skilled Worker
Foreign Skilled Worker
Executive Contract
Skilled Worker

Gender
Income P.A
Female
12
Foreign Skilled Worker
9
Executive Contract
25
Skilled Worker
90000-250000
200000250000
34000-99000

Foreign Skilled Worker

Executive Contract
Skilled Worker

21

Income P.A
3
4

70680-200000
150000 -200000
27400-86980

The company workers been set to minimum of 10 (%) percentage according to the law . Air
Air-Marine Group had hired about 14 (%) percentages of foreign workers. The organization
has been hiring more than the limit through different branches of Air-Marine . The gender
pay gap between the male and female as stated above about 21% - 20% to the highest salary
income

Chapter 3 Proposed Actions

Chart 1 Vision Of Organization

3.0 Main action plan that Air-Marine should be implemented.

Goal 1: Change Societal Attitudes
22

Strategy 1: Define new set of attitudes

Action Implementation One:

Familiarize Top Management with the new set of attitudes

Assess working environment culture for consistency with new attitudes.

Action Implementation Two:

Strategy 2: Publicize new set of attitudes

Familiarize the staff and management with the new set of attitudes
Participate in public education campaigns and bring the materials into the

organization
Initiate discussions to identify where change is most needed in an organization
Develop a plan to make these changes.

Strategy 3: Adopt new set of attitudes

Action Implementation Three:

Implement plans to assimilate the new attitudes into organization

Assess the organization culture for the degree of attitudinal shifts; adapt or strengthen

plans, as needed.
Recognize best practices in organization and within the peer community.

Goal 2: Increase Sharing of Family Responsibilities

Strategy 1: More policies for balancing work with home and family needs
Action Implementation One:

Assess current range of family-friendly human resources practices within the

organization
Develop and implement plans to integrate more family-friendly policies and practices

into the organization;

Promote equal access to benefits for all employees

Strategy 2: Expand use of, and provide equal value to, flex-time/part-time work options
Action Taken Two:

Assess current and potential use of flex-time/part-time work options at organization

Develop and implement plans to expand flex-time/part-time work options
Promote equal access to benefits for all employees
23

Strategy 3: Increase access to quality and affordable day care services

Action Taken Three:

Assess current and potential need for child care among the employees
Develop and implement a plan to assist the employees with child care needs
Promote equal access to benefits for all your employees.

Goal 3 :Reduce the Job Clustering of Women

Strategy 1: Ensure girls explore wider a variety of career options
Action Taken One :

Increase the number of job exploration opportunities made available to students, and

fill these irrespective of the students gender;

Participate in public educational activities to sensitize the public, parents, teachers and

students on skills needs and opportunities to all students, irrespective of gender;

Encourage young women to enter the apprentice able trades.

Strategy 2: Re-orient up-skill and/or retrain working women

Action Taken Two:

What all employers can do:

Perform self-audits to monitor job clustering in-house and develop and implement

plans to diversify women within the organization

Hire women in non-traditional jobs and trades.

Strategy 3: Create gender-inclusive organization

Action Taken One:

Assess current job clustering of women and men in workplaces, set goals and take
action to ensure equal job diversification among the genders

Goal 4: Increase The Use of Pay Equity Practices

Strategy 1: Encourage the use of pay equity tools
Action Taken One:
24

Self-assess current pay practices for their degree of objectivity;

Investigate the advantages of implementing objective gender-neutral job evaluation

tools (pay systems)

Introduce pay equity in organization at an appropriate pace.

Strategy 2: Celebrate leaders and winners

Action Taken Two:

Identify leaders and winners in the implementation of gender-neutral pay systems

Develop ways to reward exemplary practices, in co-operation with employees and
other interested groups.

Strategy 3: Share best practices

Action Taken Three:

Encourage leaders and winners to share their stories and lessons learned among the

employer community;
Spread the word on best practices and their workplace outcomes, through trades
meetings, trades publications and annual meetings or conferences, etc.

25

3.1 Implementation.

Basic Steps of reducing the gender pay gap in the organization .

Enhanced educational efforts for women
Education, training and further training are essential factors for increasing female
labor force participation. This calls for developing special promotion schemes for young
women at school, offering further training and inducing girls to choose technological careers.
Counseling centers for women and girls can do an important job by creating awareness and
providing advice.
Further strategies include promotion schemes aimed at increasing occupational
permeability and the permeability of educational paths for future-oriented careers and
improved applicability of womens educational attainments. All of these schemes must be
designed in such a way as to consider the specific needs of women from immigrant
backgrounds.
The position of women in full-time employment correlates with their qualification
levels. In some areas such as trade or tourism, full-time jobs are rare. In order to enable
women to secure their livelihood by working full time, offering (further) training might be a
useful approach. An active labor market policy should define goals for female skills training.
26

It is also necessary to devise a way to help women with below-subsistence incomes to

develop a new career orientation towards viable job areas.

Providing equal access to in-house training for women

In-house further training is an important factor for advancement opportunities.
Women are less likely than men to be given the opportunity to participate in in-house further
training. Women should at least be able to participate in internal further training to an extent
that is commensurate with their numbers within a company (especially career measures).
Companies will benefit from this approach because they will have more applicants and
qualifications to choose from when filling leadership posts

Transparent selection procedures for leadership positions

Transparent and fair selection procedures are an important prerequisite for ensuring
equal access to management positions. Management consultants or executive search firms
filling leadership positions on behalf of companies bear the same responsibility as the
companies themselves. Advertisements must be written in gender-neutral language, with clear
job specifications. Other key aspects of a transparent selection procedure include facilitating
applications from employees who are on unpaid leave or who work part-time, as well as a
transparent decision-making process and the inclusion of women and men on the final short
list.

Ensuring the visibility of womens achievements Companies

Air-Marine should present themselves both internally and outwardly through
women and men in equal measure. The use of gender-sensitive language is an important
milestone. Womens participation in (political) planning processes and in decision-making,
public relations and the media should ensure public awareness of the equality of female and
male work. The visibility of womens scientific achievements is a crucial benchmark.

27

Ensuring a proper gender balance in assignments and postings

Recent years have seen very little progress with regard to women in management
positions, supervisory board functions or university presidency positions. Apart from internal
measures, it is also up to ministries and the social partners to ensure a proper gender balance
in postings and assignments and to take all measures necessary to foster womens potential.
International examples lead the way in terms of voluntary commitments with target
agreements for supervisory bodies, which will be modified into compulsory measures if not
attained. The goal must be that 40 percent of seats on supervisory and management bodies are
held by women.

No career disadvantages for women and men with care giving responsibilities/facilitating
part-time leadership Women and men with care-giving responsibilities have only limited
time resources.
Today it is still mainly women who want to or rather need to (temporarily)
reduce their working hours due to care-giving duties and the lack of adequate care
infrastructure. But there is also a growing number of men who want to share child rearing
activities. Promoting equality implies that this will not entail any career disadvantages for
women and men. Taking on care-giving responsibilities can be seen as a boost to social
competence, which will benefit the company. In times of modern telecommunication
technologies and mobility, leadership competence is not expressed in terms of length of
presence at the workplace. Empirical studies on the subject of executive working hours have
found that individuals who perform their management duties part-time are more flexible,
cooperative, communicative and show a greater readiness to delegate tasks than others. As a
consequence apart from increasing the number of women promoting part-time work in
leadership positions can also foster desired management skills.

Chapter 4 Conclusion & Implications

The Study on gender pay gap has identified many factors that account for
portions of the gender wage gap. Some of the factors are consequences of differences in
28

decisions made by women and men in balancing their work, personal, and family lives. These
factors include their human capital development, their work experience, the occupations and
industries in which they work, and interruptions in their careers.
I believe that more enforcement needs to be taken to ensure that discrimination
and biases against women is not occurring in the workplace. In order to enforce this, I believe
there should be a similar process of auditing companies to ensure that they are not
participating in any inequality practices. If companies are caught using these practices then
there will be severe consequences. Also, I hope that the possible occurrence of being audited
could cause companies to ensure that they are participating in completely ethical
and unbiased acts

Chapter 5 Referencing

29

1. Gender Wage Gap | Equal Pay for Women| Soroptimist White Paper. (n.d.). Retrieved
March 13, 2015, from http://www.soroptimist.org/whitepapers/gender-wagegap.html

2. Gender

Pay

Gap.

(n.d.).

Retrieved

March

13,

2015,

from

http://www.americanbar.org/content/dam/aba/administrative/women/closin
g_the_gap.authcheckdam.pdf

3. Gender Discrimination Is at the Heart of the Wage Gap. (n.d.). Retrieved March 13,
2015, from http://time.com/105292/gender-wage-gap/
4. The Simple Truth about the Gender Pay Gap (Spring 2015). (n.d.). Retrieved March
13, 2015, from http://www.aauw.org/research/the-simple-truth-about-thegender-pay-gap/

5. Don't Blame Discrimination for Gender Wage Gap. (n.d.). Retrieved March 22, 2015,
from

http://www.bloomberg.com/news/articles/2012-08-13/don-t-blame-

discrimination-for-gender-wage-gap

6. What HR Can Do to Fix the Gender Pay Gap. (2014, December 2). Retrieved March
23, 2015, from https://hbr.org/2014/12/what-hr-can-do-to-fix-the-gender-paygap

7. Everything You Need to Know about the Equal Pay Act. (n.d.). Retrieved March 24,
2015, from http://regender.org/EqualPayAct1
8. Equality
at
Work.
(n.d.).
Retrieved

March

25,

2015,

from

https://books.google.com.my/books?id=HbYgHNeW8wC&pg=PA23&lpg=PA23&dq=gender

discrimination

pay

gap&source=bl&ots=7dT5sqXis3&sig=BO4F8_6N5eP_r5gGaETeCJUwvP8&hl=en
&sa=X&ei=OBogVfyBBoiUuAS52YCwDg&ved=0CDsQ6AEwBThu#v=onepage&
q=gender discrimination pay gap&f=false
9. Covert, B. (n.d.). Why We Still Can't Erase the Gender Pay Gap. Retrieved March 25,
2015,

from

http://www.newrepublic.com/article/118653/how-equalize-

female-compensation

10. Why we should still mind the wage gap. (n.d.). Retrieved April 2, 2015, from
http://www.theglobeandmail.com/report-on-business/careers/why-weshould-still-mind-the-wage-gap/article4486383/

11. Pay Equity // Gender Wage Gap. (n.d.). Retrieved April 2, 2015, from
http://www.slideshare.net/natashalcd/pay-equity-gender-wage-ga

30

Chapter 6 Appendix
Employee Questionnaire (Analyzing)

1) What Gender are you?

Male

Female

2) Which age group do you belong to?

16-20 yrs
36-40yrs

21-25yrs
41-45 yrs

26-30yrs

31-35yrs

3) Where are you employed? (Department & Salary Range) Please State ( Ex :
RM1000.00 To 3000.00)
__________________________________________________________________________________
___
4) Was your career choice influenced by the encouragement of others to pursue
education in more stereotypical female-oriented professions?
Yes

No

5) Do you feel that your workplace has a gender inclusive culture?

Yes

No

6) Based on your experience do you feel that men and women at your workplace
are treated equally in the following areas?

31

Men & Women

treated equally

Men treated less

favorably

Women treated
less favorably

Recruitment &
Selection
Remuneration
(Wages)
Appraisal/Performan
ce Management
Training and
Development
7) Do you feel or know of women getting lower positions in your occupation
because of their gender?
Yes

No

9) Do you feel or know of men feeling they are more superior to women?
Yes

No

If yes, please explain

__________________________________________________________________________________
___
__________________________________________________________________________________
___
10) Do you feel or know of women getting more limited opportunities than men?
Yes

No

If yes, please explain __________________________________________________________________________________

___
__________________________________________________________________________________
___
11) Have you ever lost a job opportunity to a man, just because he is of the
opposite gender?
Yes

No

32

HR Manager Questionnaire (Obtaining Information)

1
2
3
4
5
6
7
8
9
10
11

Id now like to ask a few questions about how your organization records
information about your employees pay.
Do you ever analyze any of your pay data to explore the gap between mens
and womens average pay?
How frequently do you run this analysis?
Does your organization collect data on the gender pay gap as part of its
Management Information?
Is your organization currently in the process of conducting a formal review
to examine t womens pay? the gap between male and females pay.
Has your organization ever conducted a formal review in the past to exam e
the gap bet en mens and womens pay?
Has your organization been presented with an Equal Pay Questionnaire by
any of your employees?
How open is your organization when it comes to salary levels within
Is salary reviewed for Managerial and Senior posts performance related or
uniform across job roles?
Are there set pay bands for each job role into which an employees salary
must fall?
Is there data on individual employee record kept?

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