Literature Review

Background of Research

Gender roles are cultural and personal. They determine how males and females should think,
speak, dress, and interact within the context of society. Learning plays a role in this process of
shaping gender roles. These gender schemas are deeply embedded cognitive frameworks
regarding what defines masculine and feminine.

While women have made much progress, certain differences in male and female attitudes still
exist that drive a wedge between feminine and masculine roles. Males have been privileged in
the workplace for centuries, while women were delegated to homemaker roles. The privileged
male today still feels a sense of entitlement in the workplace, while women may feel like the
underdogs. The roles that women and men play may work to each of their advantages at times,
but they may also hurt each other indirectly (Kilhefner)

Women were found to be more receptive to team efforts in the workplace than their male
counterparts, according to a 2005 study by Catalyst. The study declared women as more
"supportive and rewarding" in leadership roles. A second study during the same year by Caliper
showed that women employed more compassionate and constructive behavior in regards to their
team. Furthermore, women proved to be more persuasive and scored higher than men when it
came to both persuasiveness and assertiveness.

While gender roles in the workplace are not as clear-cut as they used to be, many men still retain
their sense of privilege, possibly allowing them to be better negotiators. A 2003 study focused on
students graduating with master's degrees found that men were able to negotiate salaries 7.6
percent higher than women entering the workforce. More than half of the men were able to
negotiate for more money, while just 7 percent of women did. Furthermore, men tend to be more
willing to ask for raises than women.

Possibly due to always being underestimated, women in the workplace are more likely to work
harder and take on more responsibilities. In a 2009 study by Accenture, 70 percent of women in
the workplace wanted to be challenged more, while less than half of working men asked for the
same challenges. Because of their increased workload, women are also more likely to go into
overtime than men. Hardworking women also tend to shrug off vacations to tackle their
workload and call in sick less.

International Researchers

According to Heim’s studies, when men succeed, their natural inclination is to point
inward and attribute it to their own skills, talent and hard work. They are not afraid to own their
competence. When they fail, they’re more likely to point outward. Circumstances outside of their
control either caused or at least contributed to their failure.

Women tend to do the opposite. When we succeed, we point outward. “I had a great
team, I was lucky; I was in the right place at the right time.” We have a very difficult time
owning our own competence. When we fail, we point internally. “I’m not smart enough.” “I
didn’t work hard enough.”

The bottom line is this: Men and women’s behavior in the workplace is fundamentally
and biologically different. Women don’t need to compromise their natural tendencies and
authentic voices or behave more like men to be successful in the business world. Instead, the
solution is the opposite: Adding female voices to senior-level conversations in an organization
unlocks diverse ways of thinking, management styles and approaches to problem-solving.

When we encourage women to lead with their strengths, and encourage men to embrace diverse
views, we capitalize on gender differences in the workplace and create better, stronger
organizations.

To men, “being a good team player is knowing your position and playing it well,” by following
orders, supporting the leader, doing what the leader asks you to do even if you don’t agree with
it. To women, “being a good team player means helping all of my colleagues with what they
need to get done even if they don’t ask for help.” Team play is sharing ideas, listening to each
other especially if there is disagreement, working together collaboratively and jumping in to help
when someone needs it

Men sort through options internally before offering a solution. They feel it’s important to figure
things out for themselves; because of the framework of authority through which they see the
world. It is important to them to be the one with the answers. Women explore externally before
offering a solution; they seek input from others because there is no threat of loss of authority and
they get more engagement in the process.

Literature

Men tend to view the world through a lens of hierarchy, with respect and value placed on
authority and following orders. Men are more comfortable operating in well-defined territories
where there’s clarity about which voices hold how much authority. A structure where the goal is
“get more territory.”

Meanwhile, women learned not to view the world in hierarchies, but instead in a series of
concentric flat circles based on relationships and a common understanding of a shared goal.
Within those flat structures, women find themselves attempting to create a level playing field
ensuring everyone is treated fairly, everyone has a seat at the table and everyone’s voices are
heard regardless of position, experience and level of authority (Dr. Pat Heim, 2015).

Not all workplaces provide equal opportunities for men and women, but all should try. In a
presentation yesterday at the Society of Human Resource Managers’ (SHRM) annual conference,
Jonathan Segal, a labor attorney, laid out 12 practical steps employers can take to level the
workplace for men and women. These tips are taken from his presentation.

Companies that aren’t hiring women for senior roles should consider what barriers they’ve
constructed that prevent women from filling them. That doesn’t mean diluting requirements but
asking if 15 years of management experience, for example, is necessary when 10 would do.
Employers should consider including other types of experience that broadens the pool of possible
candidates.
Research Methodology

Targeted Area

Lahore labour areas

Targeted Population

Male and female of 50 equal