Gender Diversity Case Study
Introduction
Diversity can be defined as the differences among the people working in the same workplace. Those differences can be related to gender, race, religion, marital status, sexual orientation, culture or personalities.
Managing diversity within organisation is about ‘recognising this range of differences in people and valuing people as individuals, respecting their differences and their differing needs. It is also about accommodating differences wherever possible so that an individual can play a full part in the working environment’ (Daniels and Macdonald, 2005)
The increase of the number of women entering the workplace, especially those issued from higher education has resulted in a movement of change within businesses, characterised with higher awareness of women’s contribution to the organisations’ growth. This change was supported by new legislations anti-discrimination on the basis of gender and promoting equality and better conditions of work for women.
This is how gender diversity found its way to organisations’ policies and its benefits became more apparent. In fact, gender diversity is now more than a legal requirement, but also an economic practice leading to competitive advantage. In fact, the literature is rich in studies and researches stating the positive link between gender diversity and economic and financial performance of companies (Ali et al., 2011; Hoogendoon et al., 2011)
This is particularly true when the gender diversity is represented in the composition of the board of directors as it enhances the board’s effectiveness, performance and governance (Campbel and Minguez-Vera, 2011; Gul et al., 2011)
However, gender diversity's effects are conditional on the existence of an appropriate strategic orientation and a supportive organizational culture.(Dwyer et al.,2003)
For this reason, and to make full use of their female workforce, organisations are now offering supportive environment by developing a number of different programs and
Diversity can be defined as the differences among the people working in the same workplace. Those differences can be related to gender, race, religion, marital status, sexual orientation, culture or personalities.
Managing diversity within organisation is about ‘recognising this range of differences in people and valuing people as individuals, respecting their differences and their differing needs. It is also about accommodating differences wherever possible so that an individual can play a full part in the working environment’ (Daniels and Macdonald, 2005)
The increase of the number of women entering the workplace, especially those issued from higher education has resulted in a movement of change within businesses, characterised with higher awareness of women’s contribution to the organisations’ growth. This change was supported by new legislations anti-discrimination on the basis of gender and promoting equality and better conditions of work for women.
This is how gender diversity found its way to organisations’ policies and its benefits became more apparent. In fact, gender diversity is now more than a legal requirement, but also an economic practice leading to competitive advantage. In fact, the literature is rich in studies and researches stating the positive link between gender diversity and economic and financial performance of companies (Ali et al., 2011; Hoogendoon et al., 2011)
This is particularly true when the gender diversity is represented in the composition of the board of directors as it enhances the board’s effectiveness, performance and governance (Campbel and Minguez-Vera, 2011; Gul et al., 2011)
However, gender diversity's effects are conditional on the existence of an appropriate strategic orientation and a supportive organizational culture.(Dwyer et al.,2003)
For this reason, and to make full use of their female workforce, organisations are now offering supportive environment by developing a number of different programs and
References: Vinnicombe, S., Singh, V. and Kumra, S. (2004), Making Good Connections: Best Practice for Women’s Corporate Networks, Cranfield University School of Management, Cranfield, and Opportunity Now, London. http://www.workingmother.com/best-companies/accenture-2