Term Paper: HRM and Culture

Pages: 8 (2449 words)  ·  Bibliography Sources: 5  ·  Level: Master's  ·  Topic: Business  ·  Buy This Paper


[. . .] The major burden of rearing children has been instilled on women this has imposed extra responsibility on women professionals, which are not experienced by their male counterpart in the company (David, 2007).

Discrimination based on organizational policies and structures. Informal cultures and networks that are dominated with men are potential barriers to the progress of women. Inequalities in corporate in opportunities to advance and rewards demoralize women from going for top managerial positions in the company. These pose a challenge to manage workplace diversity. Managing a diverse work population requires more than just acknowledging the variations seen in people. It entails realizing the value of these differences, promotion of inclusiveness and combating workplace Discrimination. In addition, managers are likely to face the challenge derived from losses in work and personnel productivity because of discrimination, complaints, legal and discrimination actions against the corporation (Jackson, 2007).

Negative behaviors and attitudes are potential obstacles to attaining workforce diversity because they can damage work productivity, harm employee morale, and working relationships. The managers should not use negative behaviors and attitudes such as discrimination, stereotype, and prejudice as the basis for employing, retaining, and terminating practices; they are likely to result into costly litigation (Diane, 2011).

6. Analysis and Recommendation of HRM strategies that this company could enforce to improve the visibility of its women employees

Dell Corporation should provide women with cross training and line experiences. Women at the company should concentrate in staff functions. The company has effectively designed 'glass walls' to counter the barriers that many career women encountering before their upward mobility efforts are impeded. In order for the promotional structure to have a crucial mass representation of women, the company needs more women to hold the positions of plant managers and more senior line supervisors with loss and profit responsibility (Blyton & Turnbull, 2009).

In order for women to be recruited at the top positions, the company must manage services and products, customers and clients as well as the business of the corporation. Line positions relating to loss and profit responsibility are crucial to company's finances. Nevertheless, not many women in the corporate sector are likely to hold positions with such responsibilities hence they are not included in the pipeline for executive positions. Research findings reveal that, women occupy only 8% of executive line managers within 500 companies under Fortune magazine. The above obstacles to access of women to line managerial positions have been referred to as the common 'glass walls' (American Society of Civil Engineers, 2010).

In this situation, the glass walls are because of the constant unexamined beliefs regarding the commitment and abilities of women. They include family commitments, which cause distractions and the tendency to be reluctant in taking risks. These are some of the artificial constraints to the capabilities of women. Some of the achievements of women within the corporate level have been dissipating numerous distractive behaviors and attitudes. However, in some cases, prejudices prevail under decentralized operations. The aforementioned practices like networking, awareness mentoring, and training are effective in countering these effects. However, in some cases, managers must proactively provide roles to women by presenting them with opportunities for development and credibility of line responsibility (David, 2007).

Employees must be assisted to balance personal and work responsibilities. Career women have emphasized that they love their job because it took them hard work to get to their position. They do not averse risks. Instead, they opt for the most challenging responsibilities. These women show total commitment. They rarely have breaks for their babies: they have families to feed. Careers women have been restricted to advance in the organization because of family responsibility. They restrict the women to work-related activities and tasks: they are held to restrict the time for women to work related activities and tasks. In addition, the employer views these facets to hinder the commitment of women employees to their responsibilities (Diane, 2011).

These forces have been applied to both women and men. However, because it is common that women are expected to carry the huge burden concerning family responsibility, they tend to be greatly disadvantaged. UK-based organizations have conducted a research, which has revealed that nine people out of ten, are able to balance their personal lives with work responsibility. This has been used as a critical factor in establishing the commitment of female employees to their employers. In order to recruit and retain more women, enhance their production capability and facilitate their progress into more powerful positions, Dell Corporation should implement 'family friendly' or 'work life' program that seeks to counter the negative attitudinal and behavioral influences. Such initiatives are always time-based, attachment-based or childcare-based (American Society of Civil Engineers, 2010).

Work life programs and benefits bring positive result for companies in terms of recruiting and retaining female employees. Attitudinal factors impede their effectiveness. Researchers have established that if Dell Corporation adopts family oriented programs such as flextime and family leave. They are likely to experience low rates of take-up on the benefits and poor records for promotion of women employees. This is because of the unexpressed and unwritten rules that do not benefit employees who utilize such family oriented benefits. Facets such as the culture of long hours are likely to undermine the intended positive impact of these family friendly programs (Susan, E. 2011).


American Society of Civil Engineers (2010). Focus on diversity. Reston, VA: American Society

of Civil Engineers

Blyton, P., & Turnbull, P. (2009). Human Resource Management: Conflicts and Contradictions.

New York: Sage Pub.

David P. (2007). Diversity in the workforce. Bradford, England: Emerald Group Pub

Diane A. (2011). The… [END OF PREVIEW]

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