GENDER ISSUE- WOMEN IN INTERNATIONAL MANAGEMENT

(Picture extracted from https://www.weforum.org/agenda/2020/03/gender-equality-human-rights-womens-history-month-2020/)

 Research and practice in IHRM has developed and increased in importance as more markets internationalize, more nation become integrated with global economy and more business expand their operations across national border, issues around the management of people become more critical to the success of multinational cooperation. Complexities due to the diversity of national context and the inclusion of different national categories of workers are a major aspect of HRM on multinational cooperation (Brewster et al, 2005). There is some debate on equal benefits of HRM policies and practice provide to men and women in Multinational cooperation. Some western multinational cooperation work in developing state has created gender and social inequalities.

However it can be identified that various forms of participation by women in international management. Working environment for women in international management can be categories to several forms;

Most of the researches focused only on female employees sent overseas on expatriate assignments for multinational firm. Many other women, though they have not been studies to the same extent, engage in international work have not been emphasized (D Cieri et al, 2009).

Governance is a major strategic concern for organization and the composition of the board of directors may consider as key to the quality of governance and cooperate decision making. Companies would benefit from greater diversity in board membership as it can create due recognition to the different kind of stakeholders (Westphal and Stern, 2007 cited in Sparrow, 2009, P.191). Women participation in board of directors is beneficial for companies in numerous ways. Particularly inclusion of women would help to understand relevant women’s grievances, attraction and retention of female employees and reputation of the company would be kept high. Further researches have suggested that participation of women in decision making process would enhance the company performance (Catalyst, 2004) and they are associated with lower levels of corruption and bribery (Breeb et al, 2017 cited in AIB Insights vol.19.No 4, p.5). Having more women in Board of Management often leads to stronger financial profit and have different managerial techniques. They willing to entrepreneurial ventures in area their male counterparts fear and also have different preferred leadership prototypes (Paris et al, 2009).         

Women remain yet woefully underrepresented on cooperate board around the world despite of many countries have provided legislative right that implementing considerable opportunity ratio for women in cooperation board or top management. Some countries have facilitated women with maternity leave policies on compensation ground but it is significant that women’s earning power decrease with each child whereas men earning power tend to incline when having more children. As women still shoulder huge family responsibility in most of the societies, these responsibilities create the source of gender inequality. Work- family tension reduces women’s options as to whether to work, where and in what types of jobs. This in turn affects their seniority and work experience as well as their training and career prospects, thus contributing to keeping their earning down (ILO, 2007; 73).  In order to increase women participation and gain advantages of great gender diversity in board management, it is suggested that a stronger pipeline of qualified women would be necessary (Moore et al, 2019 cited in AIB Insights vol.19.No 4, p.5).

Gender stereotyping can produce career hindering judgments with gender bias causing impact on the lack of upward mobility of women in the organization resulting women being underrepresented in decision making process (Georgiadon et al, 2019 cited in AIB Insights vol.19.No 4, p.5). Many high income countries, women often get paid less than men for the same jobs, face gender based discrimination and violence and suffer from misogynistic attitudes and sexist policies that restrict their autonomy over their own body. Around the world researches are exploring how to close the gender gap and better harness the opportunities that gender difference can bring.

 

 

Reference:

AIB Insights (2019) Special issues on gender in international business.Academy of International Business,Vol. 19 (No.4). Available from https://www.aib.world/wp-content/uploads/2020/01/Insights-Q4-19b.pdf [Access on 01st April 2022].

C Brewster et al, (2005) Towards a new model of globalizing Human Resources Management. International.Journal.of Human Resources Management, Vol.16(6) 949-970. Available from https://www.tandfonline.com/doi/abs/10.1080/09585190500120590 [Access on 01st April 2022].

ILO (2007) New ILO Global Report on Equality at Work 2007 - Despite major progress, workplace discrimination persists and is taking on new forms. [online]Geneva :International Labour Organization. Available from https://www.ilo.org/global/about-the-ilo/newsroom/news/WCMS_082596/lang--en/index.htm [Access on 01st April 2022].

Jacqui, A., De Cieri, H. and Iverson, R.D. (1998) Costing Turnover: Implications of Work/ Family Conflict at Management Level. Asia Pacific Journal of Human Resources, Vol.36, Blackwell Publishing Ltd. Available from https://doi.org/10.1177%2F103841119803600103 [Access on 01st April 2022].

R. Sparrow, (2009), Hand book of international Human Resources Management, [e library]United Kingdom:John & Sons ltd.