The Toughest Issues Women Face in the Workplace

Turnover, a term widely found when dealing with human resources management, is when an employee leaves his or her position of employment causing the need for replacements (Mathis et al, 2003). Turnover is directly linked to job satisfaction and the relationship between employer and employee. In most situations, if a person is happy with his or her job he or she is more unlikely to leave voluntarily than an employee who dislikes his or her job or has personal issues with management or the way the company is run. Voluntary turnover occurs when the employee leaves by choice, as compared to involuntary turnover which is when an employee is terminated for poor performance or a violation of rules or code of conduct (Mathis et al, 2003). Turnover can be extremely costly and in most cases employers try to avoid as much turnover as possible.

An informative study by Karen S. Lyness, PhD, from Baruch College of New York and Michael K. Judiesch, PhD, of Manhattan College shows that men and women are not exactly equal when it comes to their rate of turnover at work (Ricker, 2002). The study observed 26,359 managers who worked for a large financial service organization at multiple branches throughout the United States and kept track of the voluntary turnover that took place. Although the difference was only one-half a percent (with 17% of men leaving voluntarily versus 16.5% of women) it provides a different point of view on previous studies that claim that women are more likely to resign from management positions on a voluntary basis (Ricker, 2002). The researchers believe that the new findings could be due to the fact that women are more comparable to their male counterparts than they were in the earlier studies and also due to women's lifestyle changes and larger commitment to their careers (Ricker, 2002). Another interesting observation derived from this study is that women who were recently promoted were less likely to resign than men who were recently promoted (Ricker, 2002).

These research findings show that women are becoming more committed to their careers and they are growing out of the ever-so-popular mold of being a stay-at-home mother. Many households now require both parents to work in order to bring in enough income for essentials and everyday living. If women are happy in their positions and are shown the prospect of promotions for their hard work and dedication to their career, there is less chance of them voluntarily leaving. This correlates with the idea that job satisfaction cuts back on turnover.

The Glass Ceiling

The glass ceiling is yet another obstacle that women fight to break through. The glass ceiling is a term used to describe the "discriminatory practices that have prevented women and other protected-class members from advancing to executive-level jobs" (Mathis et al, 2003). In other words, the upper level of business is still a man's world. There have been many suggestions on how to "break the glass", including providing career rotation opportunities and increasing top management and Board of Directors membership to include women (Mathis et al, 2003).

Women have struggled to get to where they are today, there is no doubt. After years and years of fighting for a more equal society, they have finally gotten their feet off the ground and chased for what they believed in. More and more women are both raising families and working. They are going to college and getting degrees in business and nursing and teaching. Women have truly come a long way, but there are still limits to how far they can go, as represented by the glass ceiling.

A Census report in 2003 reported that less than one in five top-level managers were women, and in all management positions, only one-third of those positions are held by women (Stafford, 2006). There are, of course, two sides to the argument as to why women hold such few jobs in management. On one side, there are those who have the belief that since women are usually the prime caregivers, they tend to "opt out" of the race to the top, choosing to give more attention to their family. On the other, there are those people who believe that the history of male dominated management positions are opening much too slowly to allow women in, even if there are quality women able to fill the positions (Stafford, 2006).

Women have definitely come a long way in the working world, but there are still struggles and obstacles that must be overcome. It is apparent that they want to be career-driven and family-oriented at the same time, which many people think is possible. It is not fair to have to choose between your career and family. It is believed that women can be both successful businesswomen and giving mothers/spouses. Just because a women may feel secure in her job does not mean she should not have the same opportunities for advancement as her male counterpart. The glass ceiling will be a tough one to shatter, unfortunately.

Labor Force and Selection Process

Labor markets are the external supply pool from which organizations attract employees (Mathis et al, 2003). Labor markets are used to essentially "weed" through any possible applicants. The labor force population includes all individuals who are available for selection if all possible recruitment strategies are used (Mathis et al, 2003). All HR hiring decisions start with the labor market.

A recent article from Purdue University states that as women graduate this year, they will find obstacles in male-dominated fields that other women may not encounter, even though women make up nearly 50 percent of the labor force (Women Grads, 2006). It is known that less than a quarter of all scientists, engineers, computer scientists, and other technology-related fields are filled by women because even though opportunities are improving greatly, women still have to fight against the ideas of sexism (Women Grads, 2006).

When women are hired into traditional male industries, sometimes they are seen as "Affirmative Action" hires, and therefore, they have to work harder to prove themselves to their male colleagues (Women Grads, 2006). The article published by Purdue University goes on to explain the many other roadblocks that women encounter when searching for their first professional careers. Women are less likely to be mentored and more likely to be socially isolated at work. Women are often less likely to be present when extra opportunities comes up, because these opportunities often occur informally during social time. Women are less likely to be given overseas assignments or transferred for promotions, especially if they have children and they are more likely to have lower salaries than their male counterparts if they take time off to have children (Women Grads, 2006).

Women make up nearly half of the labor market, and yet they are still fighting their way into the workforce. Opportunities are always changing and often getting better, but women still have to prove themselves in their job. They may have to work harder and get more face time in order to prove they are just as good as their male counterpart. It is not right, and it is not fair, but that is just the way it is.

Career Planning and Workshops

Career planning can take form in different ways. One way is through organization-centered career planning, which focuses on the job and identifies different career paths that lead a person from one point in their career to another in a logical way (Mathis et al, 2003). Another method of career planning is individual-centered career planning. This method focuses on the individuals' careers rather than the needs of the organization (Mathis et al, 2003). With individual-centered career planning, each person makes his or her own decisions based on his or her personal goals and skills, which could be more satisfying to the individual in the long run.

One thing that can help with career planning is workshops. Workshops can give a glimpse into different career choices and provide answers to some tough questions that may come up while trying to plan a career path. Executive women from Johnson & Johnson held a workshop for young women over the past year and discussed topics such as how to dress for the first interview and also how to juggle between a family and career (Fitzgerald, 2006). Attendants revealed that they learned a lot from the workshops such as how to network, how to interview, and a glimpse into what happens during business meetings. Others added that the workshop, called WINGS, gave her "insight into the nature of professional behavior, something students don't get to see" (Fitzgerald, 2006). Women walked away from the workshops finally understanding that executive women really are "complex and multifaceted people who can stand their own ground in the corporate world" (Fitzgerald, 2006).

One of the major concerns of many of the female attendeess to the WINGS workshop was whether or not they could handle their family along with a demanding career. Julie Barnes, manager in project management at Johnson & Johnson, said that while she was in graduate school, her three children would play in the park while she did her homework. She admits that it was a challenge, but also very rewarding and believes that life is full of transitions and challenges (Fitzgerald, 2006). The purpose of the WINGS workshops is to give women a better understanding of the workplace and some of the specific challenges that women face. WINGS gives them a chance to "refine their skills, so they stand out from the crowd when they interview for internships and jobs" (Fitzgerald, 2006).

Workshops can obviously be a rewarding opportunity, especially for women. It is already shown that women are often given less notice in the workforce and sometimes have to work twice as hard to prove themselves, but with workshops such as WINGS, they are given an opportunity to delve into the corporate world with some knowledge of what it might be like and a little bit something special to offer an employee. Workshops can give women a chance to gain courage and wisdom before actually entering the business world, which may give them an extra esteem boost when they begin searching for a career. There is no doubt that women can handle all that is thrown at them, and also raise a family while being a successful career woman. There is no need to sacrifice one for the other. As Julie Barnes said, life is full of transitions and challenges.

Maternity Benefits

Many employers offer a variety of benefits to their employees, including time-off benefits (such as holiday pay and vacation pay), leaves of absence (due to family or medical purposes), and other benefits that include stock options and 401(k) plans. These benefits will vary from job to job, state to state, and even over seas. One type of benefit that is especially sought after by women in the working world is anything to do with maternity pay or leave of absence. Some would be surprised to know that maternity pay is not mandatory in the United States, even though it may be in other countries (Wide Variations, 2003).

In the United States, maternity pay is often provided through an employer through a disability benefits program, such as short-term disability or sick leave. Women are also allowed by law up to twelve weeks of unpaid absence through the Family and Medical Leave Act (Wide Variations, 2003). Even though it is not required by law in the United States that an employer must provide maternity pay, some states are making changes at a state level, such as California which now passed legislation stating that it is mandatory to pay for family and medical leave for up to six weeks (Wide Variations, 2003).

Not only is the United States falling short on the maternity pay spectrum, it is also at the low end as far as the duration of time off allowed for maternity leave. Maternity leave allowance in the United States is only twelve weeks, whereas in Sweden women are allowed up to 96 weeks of maternity leave (Wide Variations, 2003). It is believed that the length of maternity leave may be reflective of that country's religion, social policies, and changing demographics in the workplace (Wide Variations, 2003).

It is hard to believe that the United States is at the low end of the offerings of maternity benefits throughout the world. In a country where more and more women are entering the workplace and wanting to balance between family and career, they are finding it harder and harder to do so because of the short time allowed for maternity. Most women end up using their personal, sick, and/or vacation time just to have time off after having children. Some are lucky enough to receive short or long-term disability in order to stay home even longer, but there are still those women who have a child and are only able to stay home for a few weeks before having to return to work. Adjustments need to be made in order to make it more plausible for women to adjust to motherhood without having to return to work after just a few short weeks.

Workplace Violence against Women

Reports of ten to fifteen workplace homicides occur every week on average, which is estimated by the National Institute for Occupational Safety and Health (Mathis et al, 2003). A study by the University at Albany's Center for Women in Government believes that it is dangerous for women with jobs in healthcare, education, and social work (Saidel, 2006). The study found that workplace violence (including physical assault, rape, threats, robbery, and even murder) is a risk for women because it is a "hidden" violence often committed by unarmed patients, clients, or students behind closed doors (Saidel, 2006).

Government employees are much more likely to be assaulted than those not employed by the government, and 51% of government employees are women. Not only that, but the report found that the annual rate of nonfatal assaults on women working in government is 8.6 times higher than the rate for women in the private sector of human and protective services (Saidel, 2006). Saidel believes that workplace violence against women is something that the public is just beginning to notice as a threat. Catherine O'Reilly Collette, director of the Women's Rights Department, goes on to say that "The violence that occurs in the workplace is senseless and could often be prevented if only the employer would take adequate precautions. These precautions need not be costly, but they do require a long-term commitment to safety."

The report included many statistics. Women are more likely to suffer serious injury from workplace violence than men are. Homicide is the leading cause of death for women on the job. The rate of nonfatal assault against African American women in the workplace is twice as high as that against white women. Women who are victims of violent workplace assault are twice as likely as men to know their attackers (Saidel, 2006).

Employers need to take the time to implement workplace violence prevention for all employees. They also need to have policies in place and make sure all employees are aware of the steps and precautions when dealing with a workplace violence situation. Security personnel and other members of management should have some type of training to help them deal with high violence situations and be able to talk to the attacker/victim and make sure things do not get out of hand. Not only that, but there needs to be a crisis center or hotline to call for support when an employee has been attacked, or for the family of the victim. Some situations may require counseling and support of this type, and the employer should have something in mind in case the situation arises. Workplace violence is a serious topic, and all employers should have a plan of action in case anything happens.

References

Fitzgerald, B. (2006). Rutgers women glimpse corporate life. The

Star-Ledger, . Retrieved Apr 20, 2006, from http://www.nj.com/business/ledger/index.ssf?/base/business-3/1145425318132580.xml$coll=1

Mathis, R., & Jackson, J. (2003). Human resource management. 10th ed. Mason, OH: Thomson Learning.

Ricker, J. (2002). Study dispels perception that women leave jobs more than men do. Monitor on Psychology , 33. Retrieved Apr 05, 2006, from http://www.apa.org/monitor/apr02/dispels.html.

Saidel, J. (2006). Most workplace violence on women hidden. Retrieved May 8, 2006, from University at Albany Web site: http://www.albany.edu/pr/updates/updates5.11-1.html.

Stafford, D. (2006). Glass ceiling proving tough to shatter. The Honolulu Advertiser, . Retrieved Apr 12, 2006, from http://the.honoluluadvertiser.com/article/2006/Apr/10/bz/FP604100305.html.

Wide Variations in Maternity Benefits. (2003). Business & Legal Reports, Retrieved May 2, 2006, from http://hr.blr.com/display.cfm/id/8147

Women grads face extra obstacles in 'male' fields. (2006). Retrieved Apr. 19, 2006, from Newswise Web site: http://www.newswise.com/articles/view/519767/?sc=rsln.