The Evolving Role of Women in the Workforce - Literature review Example

THE EVOLVING ROLE OF WOMEN IN THE WORKFORCE by Student’s Name Code + Course Name Professor University City/State Date The Evolving Role of Women in the Workforce In this modern arena, much transformation in workplaces has occurred, which shows the changing realities in the world. According to Goodman (2007, p.16), over the last decade, the role of women in the workforce has been changing significantly. Traditionally, women were presumed to be housewives and unrecognized in the labor force. They were left at home to raise their children and discharge their household chores. This glass ceiling has been discriminating women from moving to higher-level position in business and leadership. Nevertheless, after the World War II, technological advancements allowed the introduction of women in the labor force in large numbers, which changed the life of American families from one earner to dual earner (Applebaum, 1998, pp192). In the United States more than two decades ago, it was not possible for a woman to gain a top executive position but Indra K.Nooyi broke the glass ceiling and became the chief executive of PepsiCo Inc., and the second- highest –ranking woman in the fortune 500 companies in October 2006. The main cause of women’s progression in workforce are advanced education, increase of achieving top level positions, and take hold of entrepreneur position (Kalyan 2009, p.14). In reality, it is not only in America but also all over the world that the trend of women joining workforce continues gaining momentum and united. They have become more involved and accepted in workplaces and leadership positions. Nevertheless, women in the male dominated fields are still suffering discrimination because of the gender syndrome. Therefore, there is a need for diverse human resource practices and systems if the workforce is to continue expanding diversely. These changes require compliance with several legal regulations and acknowledgement of different organization designs, as well as staffing issues. Therefore, HRM specialists are necessitated to evolve flexible working programs, significant training programs and career development strategies to achieve an excellent workforce in the long run. According to Rogers (2002, p.1), women comprise over half of the total population at the turn of the third millennium in the United States and other industrialized nations. Improved health services and diet result in growth in lifespan of both men and women, although women live longer than men do by around seven years. This longevity gap is not anticipated to end in the near future. Consequently, the societal norms change since many women become single mothers, widows, and divorcees. This necessitates the breaking of glass ceiling that hinder them from joining male dominated areas and other entrepreneurships in order to provide for their family. Women started joining the workforce in the mid-eighteenth century in industries and other occupations to fill the shortages during war times although the turnout was very low (Goodman 2007, p. 16). Nevertheless, after the Second World War, men returned from war and women were forced out of the labor force, but they resisted since they had demonstrated their abilities to handle both their work and family chores simultaneously. By 1980, over half of the American labor force comprised of women even though men continue dominating in high paying position and executive ranks (Goodman 2007, p. 17). In the twentieth century, women have taken occupations to support their families as part of dual –earner households or principal breadwinners. Women have shown much progress in leadership positions, for instance, in the Fortune 500, companies, which are among the leading corporation in the world, women CEOs have increased from 8.7percent to 16.4 percent between 1995 and 2005. This reflects the evolving role of women because these positions were previously considered male dominated and women were kept away from gaining them. In reality, the glass ceiling has already been broken since many women are holding top positions in the business today. For instance, in the Fortune 500 companies, out of fifty most powerful women, seven are chief executives (Kalyan 2009, p.14). According to Kalyan (2009, p.16), education is one of the major influences in the changing role of women in the workforce. Changes in the societal expectations have driven more women in pursuing higher education degrees in order to tap professional jobs. Traditionally, women were known to hold unskilled labor such as clerical and secretarial job, but this has shifted drastically in twenty-five years. Between 1985 and 2005, the number of women with master degrees increased by 40.7 percent, first degrees by 44.1 percent and doctorate degrees by forty three percent (Kalyan 2009, p.17). From 2000 to 2005, the number of women in management, professional, and other related jobs increased by 3.61 percent, in service sector of the workforce by 7.01 percent, in sales and office works by .003 percent (Kalyan 2009, p.17). From these statistics, it is clear that the number of women to the top ladder is escalating to the crest. Consequently, for HR function, this means there is a need for more in-depth examination for such areas as compensation, performance in a diverse environment, and employment and advancement of women. The HR function is required to interact with other business functions to provide the leadership and supervision required for the business to attain its legal and regulation conditions and societies expectation (Kaufman, Beaumont, & Helfgott 2003, p. 464). According to Applebaum (1998, p.191-192), women have unique requirement because of their gender syndrome. Women who sought after entering the male dominated jobs face many challenges from employer’s employees, skepticism from customers, complexities on employments and quarrels at home. In order to succeed in such areas, a woman has to be a hard worker, demonstrate determination, and uphold a cooperative attitude in spite of harassment and mocking from male counterparts. Many women in the labor force find it difficult because whatever role they take, they are deterred from contributing equally on the job with men. Women in these fields have to walk in thin line in order to maintain a balance of being assertive to command respect and not excessively in order to be accepted. From the example above, it is clear that women take their work positively and more achievements can be derived from engagement in the labor force (Department of Labor n.d, par.3). The HR function is evolving to allow gender balance and diversity in the corporate world in order to achieve exceptional outcomes. This because HR carries out different roles, which can advocate for gender balance and ensure more women in corporate areas such as proactive or reactive roles. The HR Manager plays a reactive role in that they do what they are asked to do therefore complying with the request for service delivery or advice. On the other hand, they play proactive roles mainly at strategic level. They partake the role of internal consultants and guide on subjects linked to maintaining core values. Secondly, they play business partner roles wherein they perform activities with top management to identify business prospects. They facilitate achievement of the company goals through making innovation proposal that have vale addition. Therefore, they join hands with line managers to yield production for the firm. Thirdly, they play the role of strategists in that they deal with the main long-term aspects relating to enhancement of employees and working relationships. They may ensure that the executive laid stress on HR impact of their policies and persuade the executive that employee is innovative resource that enhances competitive advantage of the firm. Moreover, they can strive to ensure the attainment of strategic integration (Chan n.d, par.2). Fourthly, they play an interventionist role in that they are expected to scrutinize and analyze organization activities. Therefore, they can intervene with proposals on job designs considering women and diversity in workplaces. They may as well intervene to change existing employee management plans to incorporate changes and improve performance. Fifth, they have innovation function. The HR can bring new changes, which can develop firms growths but the HR has to scrutinize those innovations demonstrates their suitability. Six is internal consultancy functions. In this, the HR manager works as an external consultant who scrutinizes and diagnoses the problem and provide possible solutions. Therefore, they may establish HR policies or systems such as remuneration package observing fairness and equity for all employees. Finally, monitoring role; HR manager are required to ensure constituency in implementation of policies and processes. Therefore, they work as regulators. For instance, making sure those standards disciplinary procedures are followed as per the firms policies as stipulated in the framework of labor law (Dwivedi 2009, p.22). Through all these roles, they can overcome traditional notion of women and enhance gender balance in workplaces in order to enjoy competitive advantage. Further, these functions can be categorized in three categories: service delivery, advice and guidance (Dwivedi 2009, p.22). In summary, women roles have actually changed over the years and the traditional view of women as housewives is out dated. The glass ceiling obstructing women from attaining higher ranks has been broken and women like Indra Nooyi Oprah Winfrey are good examples. Pursuing higher education is the main factor contributing to the change of the women roles. Women play a key role in economic growth since their business innovative skills work and ideas help to improve the economy through creating more jobs. Even in corporations, women are useful assets and are why HR managers throughout their roles should assist in fighting discrimination, ensure training and advancement of female employees to ensure equity and diversity in workplace in order to gain from the basket of competitive advantage. Reference List Applebaum, H. A 1998, The American work ethic and the changing work force: An historical perspective, Greenwood Press, Westport, Conn Chan, A n.d, The Challenges of Human Resource Management. Available at: http://www.zeromillion.com/business/hrm.html [Accessed 16 May 2014]. Dwivedi, R. S 2009, A text book of human resource management, Vikas Publishing House Pvt Ltd, New Dehli, India Goodman, A 2007, Retention and attrition factors of female certified athletic trainers in the National Collegiate Athletic Association Division-I Football Bowl Subdivision setting, Proquest, University of South Carolina. Department of Labor n.d, Introduction: The workplace and society, Available at: http://www.dol.gov/_sec/media/reports/dunlop/section1.htm [Accessed 16 May 2014]. Kalyan, S 2009, The changing role of women in the workforce, Available at: http://www.gatton.uky.edu/GSRP/Issues/Spring2009/The%20Changing%20Role%20of%20Women%20in%20the%20Workplace.pdf [Accessed 16 May 2014]. Kaufman, B. E., Beaumont, R. A., Helfgott, R. B., & Industrial Relations Counselors, inc 2003, Industrial relations to human resources and beyond: The evolving process of employee relations management, M.E. Sharpe, Armonk, New York Rogers, W. M 2002, Christianity and Womanhood: Evolving Roles and Responsibilities Greenwood Publishing Group, USA. Read More