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
Management

Organizational
Performance

Organizational
Culture

Global Reality
The past decades have seen an increasing number
of women in the workplace.
In the 1960s, 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)

Employee
Champion

People

concerned with identifying and

developing new behaviors
that will sustain a companys
competitiveness

deals with day to day problems,

needs and concerns of
individual employees

Strategic
Focus

Operational
Focus
concerned with designing and
delivering HR processes
efficiently

Administrative
Expert

Change
Agent

focuses on aligning HR strategies

and practices with business strategy

Process

Strategic
Partner

Global Reality

Glass-ceiling (barrier for women in

important positions)
Glass-walls (limit women to certain
occupations)
Womens income are less than mens 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
2002
2004

Women
1.86 M
Sup Positions
2.162 M

Men
1.4 M
Sup Positions
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

sales workers

12.5%

7.6%

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

Maslows Hierarchy
Herzbergs 2-Factor
McClellands Needs

Learned Behaviors

Skinners Reinforcement
Lawler and Porters
Reward and Satisfaction

McGregors X and Y
Argyris

Goals and
Expectancy

Lockes Goal
Vrooms Expectancy
Adams Equity

EMPLOYEE
MOTIVATION

WORK
ENVIRONMENT

Does s/he want

to do it?

Is the organization
Supportive?

Performance
EMPLOYEE
ABILITY
Can s/he do it?

Maslows Hierarchy
Meaning
Self-Esteem
Relationships
Well-Being and Safety
Basic Physiological

HERZBERGS MOTIVATION-HYGIENE MODEL

MOTIVATORS
NO SATISFACTION

Jobs that do not

offer achievement,
recognition,
stimulating work,
responsibility and
achievement.

HYGIENE FACTORS
DISSATISFACTION

Jobs with poor

company policies
and administration,
technical supervision,
salary, interpersonal
relationships with
supervisors and
working conditions

NO DISSATISFACTION

Jobs with good

company policies and
administration,
technical supervision,
salary, interpersonal
relationships with
supervisors and
working conditions

SATISFACTION

Jobs offering
achievement,
recognition,
stimulating work,
responsibility and
achievement.

McClellands

Need for Achievement (N Ach)

Need for Affiliation (N Aff)
Need for Power (N Pow)

Needs are learned

and can be taught

Mc Gregors
Theory X

People inherently
dislike work and when
possible will avoid it

They have little

ambition, tend to shun
responsibility and
prefer to be directed

Theory Y

Work is a natural
phenomenon and if
conditions are favorable
people will not only
accept responsibility but
will seek it
If people are committed
to organizational
objectives, they will
exercise self-direction
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 persons
expectations of receiving
a reward, the harder he
will work

Goal Setting (Locke)

Goals enhance
an employees
performance

Challenging Goals

Self-efficacy,
Feedback and
environment

High Performance

High Satisfaction
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 coworkers

Filipino Hierarchy of Needs

(A
1.
2.
3.
4.
5.

Study of 176 Dept. Heads of 38 govt. corps)

Physiological
Self-realization
Security and safety
Social
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 (adva
Fourth stage: Upang may sarap sa buhay (enjoyment)
Fifth stage: upang may papel (esteem)

A
FILIPINO
MOTIVATION

PERSPECTIVE

ON

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

Intrinsic Motivation:
.the challenge to ones ability

.achieving a stature
that one values

Extrinsic Motivation:
.gaining something tangible

.the reward comes from an external sourc

The work environment

ResponsibilityMeaningful Interest

Autonomy
Accountability

The job

Challenge
Achievement

The
leader

Results feedback
Mutual Trust
Targets agreed
Involvement

Colleague

Organizati

Recognition
Support
Financial
Capability

Work is core to my existence as a woman

because I have tested myself. I tried
staying homeparang something was
missing.I was always a working wifeso
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
UNIQUE LIFE SITUATIONS

NEEDS OF WOMEN
UNIQUE LIFE SITUATIONS

HIGH JOB SATISFACTION

HIGH PERFORMANCE

Strategic Gender-Based Human Resource Management

Organizatio
n Vision,
Mission and
Values,
Strategy
and Goals

Compensatio
n
and Rewards
Employee
Wellbeing

Selection,
Staffing
and
Placement
Performance
GENDER Management
and
Coaching

LINK

Career
Leadership
Development
Development
and
Succession Training
and
Planning
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
Pay for the
Pay for the

Person
Position
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
Developme
nt
Training
and
Developme
nt
Career and
Succession

EQUAL
OPPORTUNITIES
SUPPORTED BY
POLICIES,
STRUCTURES
AND RESOURCES

THANK YOU!