The paper "Employment Relations in Globalised Economies: Improving Gender Equity at One Steel" is a perfect example of a case study on management. One Steel company is made up of three core divisions: manufacturing, distribution, and recycling. The company employs over 7,000 employees with strong diversity in terms of gender and culture. This strong diversity in the manufacturing plants, recycling plants, and distribution centers calls for the need to enhance gender diversity in the workplace. This report examines how the state of employee relations at One Steel Company can be improved.
The report offers three specific recommendations on policies and actions that should be undertaken in order to improve gender equity in the workplace at One Steel Company. In essence, the efficacy of the recommendations presented in this report is based on the fact that they are developed with regard to how the current initiatives in the industry, in general, and in the company as well, can be improved. Issues of cost pressures currently affecting the company as well as how the recommendations shall be implemented and the progress of the process evaluated are presented.
It is observed that implementing the recommendations will be of great benefit to the company. This will be evident in terms of improvements in employee relations. Recommendation 1 The first recommendation on how One Steel can improve gender equity among its employees is that the company should seek to increase the proportion of women in management and leadership positions from the current level of 12% to 40%. This is a long-term policy recommendation that covers all the three divisions of the company and whose achievement will ensure equal representation of women in all leadership and managerial levels within the company.
To do this, One Steel should seek to rapidly increase the number of female employees holding managerial positions in the coming years so as to reach the desired level of representation. This is a long-term goal that can be spread over a considerable period of time, with frequent evaluation of the progress of the process being done on an annual basis. By increasing the percentage of female employees in leadership, the company would have made great progress in enhancing gender equity for its employees, as is the practice in international labor trends (Gregory-Mina, 2012, p.
6). Further, this policy recommendation is based on the need to eliminate gender discrimination in terms of responsibilities and pay within the management of the company. This will be done by ensuring that both genders are equally represented at all levels of management in the company. Gender equity in the management of One Steel Company still remains a complex issue. This is illustrated in the annual reports on gender diversity which provide an indicator of the percentage of female workers who hold leadership and management positions in all the three divisions of the company.
For instance, there has been an upsurge of initiatives that are aimed at improving the level of gender representation in the workplace in all the three arms of the company. This has been necessitated by a number of factors. To begin with, the advent of legal and regulatory frameworks has made it necessary for the entire company to implement initiatives that increase the participation of women in their actual management affairs at all levels.
In order to meet the provisions of the Workplace Gender Equality Act of 2012 together with the Equal Opportunity for Women in the Workplace Amendment Act of 2012, the company is obliged to report the status of its initiatives aimed at promoting gender equality for its entire workforce. Progress is assessed on the basis of several indicators which include the following: the need to attain equality in terms of numbers, level of responsibility, and remuneration. There is still a wide gap between men and women in terms of representation in board positions, senior executives, senior managers, and general managers.
For instance, according to the company’ s overall report on gender equality, the percentage of women in these positions is less than 13% in all the positions.
Atkinson, C. & Hall, L. (2011). Flexible working and happiness in the NHS. Employee Relations, 33 (2): 81 – 105.
Bellmann, L. & Gerner, H. (2011). Reversed roles? Wage and employment effects of the current crisis. Research in Labour Economics, 32, 181 – 206.
Chad, D. Cotti, M. Haley, R. & Miller, L. A. (2013). Workplace flexibilities, job satisfaction and union management in the US workforce. British Journal of Industrial Relations, 15 (2), 1 – 18.
Gregory-Mina, H., J. (2012). Gender barriers of women striving for a corporate officer position – a literature review. Advancing Women in Leadership, 32 (1), 1 – 28.
Kottis, A. P. (2007). Earnings differentials in manufacturing in Greece: a statistical exploration. International Journal of Manpower, 8 (4), 26 – 33.
Seltzer, A., J. (2003). Can Income policies reduce real wages? Micro-evidence from the 1931 Australian wage cut. Research in Economic History, 21, 105 – 133.
Trzcinski, E. & Holst, E. (2010). Gender differences in subjective well-being in and out of management positions. DIW – Berlin Discussion Papers, April 2010.