Despite advancements in workplace gender equality, challenges remain due to inconsistencies in data collection, reporting, and organizational practices. This qualitative study explores gender (in)equities through interviews with 36 leaders, analyzed using the Four for Women framework, which categorizes gender equality into four areas: representation, pay, health, and job satisfaction.

The study reveals that leaders predominantly focus on representation and satisfaction, while issues related to pay and health receive less attention. While efforts to improve gender diversity in leadership and work culture are evident, a deeper and more holistic understanding of gender disparities—especially regarding pay equity and health-related concerns—is necessary.

Key Takeaways and Implications

Representation Matters, but It’s Not Enough

• Leaders recognize the need for gender diversity in leadership roles.
• Many companies focus on recruiting diverse candidates and fostering inclusivity during onboarding.
• However, achieving gender equality goes beyond hiring—it requires structural changes in promotions, career development, and retention strategies.

Implication: Organizations must go beyond surface-level diversity efforts and ensure that women have equitable access to leadership development, mentorship, and career advancement opportunities.

Pay Equity Is Often Overlooked

• While leaders acknowledge the existence of gender pay disparities, discussions on specific solutions are minimal.
• Issues like occupational segregation, salary negotiation gaps, and unpaid labor contribute to the wage gap.
• Many companies lack transparency in reporting pay equity metrics.

Implication: To address gender pay gaps effectively, organizations need to adopt clear pay transparency policies, conduct regular salary audits, and ensure equal pay for equal work across all levels.

Workplace Health and Well-being Needs Greater Attention

• Women often experience higher workplace stress and health concerns, but these issues are not widely addressed in leadership discussions.
• Sexual harassment, mental well-being, and caregiving responsibilities are major challenges.
• Some organizations provide maternity leave and employee resource groups (ERGs), but broader health and wellness policies are lacking.

Implication: Companies should integrate comprehensive health benefits, implement anti-harassment training, and offer flexible work arrangements to support employees’ overall well-being.

Job Satisfaction and Workplace Culture Drive Retention

• Leaders emphasize creating an inclusive and welcoming environment.
• Women value recognition, mentorship, and work-life balance, yet many still face workplace biases and microaggressions.
• A positive workplace culture is critical to motivation, performance, and retention.

Implication: Leadership training should include unconscious bias education, and organizations must actively promote employee recognition programs, mentorship, and career growth opportunities to enhance job satisfaction.

Conclusion

While organizations are making strides in gender diversity and inclusion, this study highlights the need for a more comprehensive, data-driven approach to address workplace gender inequalities. Representation alone is not enough—companies must also focus on equitable pay, health, and job satisfaction to create lasting change.

By implementing policies that promote pay transparency, workplace well-being, and leadership development for women, businesses can foster a truly equitable workplace for all.

 

Full article: https://www.proquest.com/docview/3146558215?fromopenview=true&pq-origsite=gscholar&sourcetype=Scholarly%20Journals