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Women in the workplace
In the past, womens roles in the workplace were not appreciated a lot. As the tendency of
women in management position is increasing, thinking about gender stereotyping has been
influence into a better way. As Duehr, E. E., & Bono, J. E. cited (2006), in the United States,
the number of women in the managerial and professional ranks has steadily increased.
in business, women now hold 51% of managerial and professional specialty positions (Welle,
2004). Women also hold 51% of bachelor's degrees and 45% of all advanced degrees (Eagly
& Karau, 2002). Although these numbers are larger today than ever before, the progression of
women into executive positions continues to be slow. For example, among the Fortune 500
companies, only 16% of corporate officers, 14% of board directors, 5% of top earners, and
just over 1 % of CEOs are women (Welle, 2004). Although things seem brighter, everything
does not go like that. The roles of women are mentioned by many people but in their
perception still aware that gender is a barrier of promotion path of women. This essay will
show the opinion of how women on board can affect the firm in a positive way.
Women used to be not respect as man in every part of life. In the past, especially Vietnam,
salary. In addition, the Australian Workplace Gender Equality Agency (Gradstats, 2012)
reported that, in 2012, the gender wage gap between male and female university graduates
starting salaries more than doubled from 2011, increasing from A$2,000 to A$5,000 per
annum. Moreover, the Australian Bureau of Statistics (2012a) survey of full-time adult
earnings conducted in August 2012 shows that males earned an average of A$1,490 per
week, while females earned an average of A$1,188 per week. Even now, many women have
not yet received suitable positions that match their contribution. In the last decade, an
increasing number of women obtained greater experience; more women completed relevant
education (business, law, education, science); more women have started and managed small
and medium-sized businesses and more women developed national and, in some cases,
international reputations. The government has established laws to protect the womens rights
degree (Masters, J.D., M.D. or Ph.D.). In an historical reversal, female graduate graduation
rates are higher than males. From 1999-2000 to 2009-10, the percentage of undergraduate
degrees earned by females remained about the same. It was between 60 and 62 percent for
associate's degrees and between 57 and 58 percent for bachelor's degrees. In contrast, during
the same period, the percentages of both masters and doctor's degrees earned by females
increased. Women on board play an important role of company. Women nowadays has
accumulated many experience and knowledge that the reason why company should have
more women on board. Some strong evidences have show that having more women in board
positions indicates greater risk aversion. Companies that had strong female leadership
generated a Return on Equity of 10.1% per year versus 7.4% for those without (on an equal-
weighted basis). Companies lacking board diversity tend to suffer more governance-related
controversies than average. An alternative explanation for why companies might benefit from
having more women directors is that women maybe more risk averse in decision making.
This line of reasoning would posit that companies with stronger female leadership might have
enjoyed a performance benefit over the sample periods from better risk management.
companies where women made up at least 15% of senior management were 50% more
profitable than those where fewer than 10% of senior managers were female. They also do a
greater influence on co-operated social responsibility, financial decision, accounting, etc. An
alternative explanation for why companies might benefit from having more women directors
is that women maybe more risk averse in decision making. They are easy to stand in aspect of
women, easier to understand female customers, co-workers. They know how to listen to the
requirement, understand and circumspect. Numerous arguments for the recruitment of women
nonexecutive directors have been proposed. They include: increased diversity of opinions in
the boardroom, women directors bringing strategic input to the board, influence on decision
making and leadership styles of the organization, providing female role models and mentors,
improving company image with stakeholder groups, women's capabilities and availability for
director positions, insufficient competent male directors, and ensuring better boardroom
behavior. Having women in key positions is argued to be associated with long term company
success and competitive advantage , adding value through women's distinctive set of skills,
and creating cultures of inclusion through a diverse workforce . It has also been argued that
as women directors tend to be younger than their male colleagues on the board, the boards
may benefit from new ideas and strategies. The Australian Report of the Industry Task Force
on Leadership and Management (Burton and Ryall, 1995) suggested that women directors are
economically advantageous to a company. The report claimed that well-balanced boards that
include women directors reduce the likelihood of corporate failures. Homogeneous groups
tend to have homogenous ways of solving company problems: errors would be less likely to
occur with a heterogeneous board. Further research by Catalyst shows that having women on
boards leads to more women in senior management. Women in corporate leadership provide
positive role models for other women entering the workforce, giving them a goal to aspire to.
Research shows that women on the board can be good for the bottom line. Moreover,
companies with women board members outperform those with no women. Groups with more
diverse skills, knowledge and experience are likely to consider a greater range of perspectives
and make higher-quality decisions. Women may help businesses avert and solve problems
more effectively. For example, having women on boards can assist companies to manage key
constituencies including shareholders and employees. Research shows that the presence of
women at board level strengthens the companys customer base and connections to markets.
some barriers because of their gender. First, it is really difficult for women to working while
pregnant. If they absent for a few week, it may be threaten their job. Womens employer may
cut her weekly hours by more than half after she was pregnant. There was not enough work
available to keep her on her previous hours, despite taking on new staff at the same time.
References
Australian Bureau of Statistics (ABS) ( 2012a ), Employee Earnings, Benefits, and Trade
Duehr, E. E., & Bono, J. E. (2006). MEN, WOMEN, AND MANAGERS: ARE
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Linda-Eling, L., Ric, M., Damion, R., & Matt, M. (2015, November). Women on board:
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Sarah, B. (2015, May 7). How pregnancy can cost you your job and career. Retrieved from
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