Equal Compensation for Equal Work, Research Paper Example

Introduction

The subject of the research paper is the social change that has taken place between the participations and rewards of women in the workforce over the past three decades. The females and the males in American society have been influenced by the social changes of women entering the workforce in greater numbers century (Eagly 8; Goldmacher 3; Russell & McGinnity 15). The research paper will review the disparity with regards to men and women in organizational leadership roles and the differences in compensation received by women.

One

The social change that has taken place is attributed to the conflict between the participations and rewards derived from males and their female counterparts. The females have once been placed into the stereotyped role of being the homemakers whereas the men were always delegated the role of breadwinners. These models of behavior have been altered during the latter part of the twentieth century (Eagly 8; Goldmacher 3; Russell & McGinnity 15). Over a year ago, President Obama convened with Lily Ledbetter, the woman whose struggle for gender equality with regards to compensation for labor has caused her to become a symbol for women. President Obama convened with Lily Ledbetter in order to celebrate the anniversary of the law which was ratified in her name. President Obama has ratified two pieces of legislation in order to encourage equal pay for the genders. Research has demonstrated that women earn approximately three quarters of the salaries which are earned by men (Goldmacher 1).

Two

The debate over the participation and compensation received by members of the masculine and feminine sex is not new. The theory of gender equality is one of the authorities promoted in the Human Rights Declaration. Research has demonstrated that 60% of the world-s poor are women. This ratio is determined due to the inequality of the responsibilities of childbearing and maintaining a household being related to women. These differences between the genders are attributed to the sociology of gender and the social role theory (Eagly 1; Lorber 12).

Studies have demonstrated that it has been more than thirty years since women began entering the workforce in greater numbers. The women are presently attired in power suits while attending luncheons with executive officers of large organizations. Notwithstanding that women have imitated the roles of men; presently many of the men seek to imitate women in executive level positions. Studies have shown that women have distinct leadership skills. There have been relationships inferred between the participation of women in leadership positions in organizations and the extent of the organizations effectiveness (Eagly 3).

The female executives have received higher ratings with regards to performance. Notwithstanding, there continues to be differences in payment with regards to women and men. The smaller number of female executives is only one of the components of the gender gap. Another component is the difference in compensation received by women in comparison to their male counterparts. Studies have shown that female executive officers in organizations that have revenues estimated at less than twenty million dollars annually are paid $76, 140 less. The causal attribute of male dominance is that the women are not being delegated equal positions as their male counterparts. Research has also demonstrated that four of the top twenty six corporate executive positions in the finance and banking sector were administrated by women. In comparison, females administrate more than twenty five percent of the public advocacy groups and greater than thirty four percent of the groups which are based on educational products and services (Goldmacher 4).

Studies have demonstrated that males and females have distinct perceptions of leadership. The distinction is the amount of democratic leadership women are willing to exercise. Women are inherently more willing to disseminate information and convey their inputs on the information received with colleagues. The causal attribute is that women are superior in terms of gathering information that can be efficiently reviewed. The efficiency aspect of analysis, compilation and dissemination enables women to apply the best concepts. In comparison, the male counterparts do not take the time to review some of the more subtle details. The males have the tendency of providing their perspective and present their perspectives as if the y were based on facts. In this manner, male dominance perceives that all will agree with their plan of action. Research has demonstrated that men are not was willing to engage in intrapersonal interactions (Eagly, 4).

Studies have demonstrated that men in executive positions have the tendency of imposing their perspective and influence upon others. Notwithstanding that this is a faster method of accomplishing tasks; the efficiency of women with regards to democratic leadership is higher. Women have been shown to listen more. In listening more, the women are able to gather concepts and inputs from colleagues. The women executives do not impose their ideas upon colleagues. Instead the women have a greeter index of collaborative effort with colleagues. Consequently, studies have demonstrated that women’s leadership in organizations produce improved results (Eagly 5).

Women have been perceived to be more effective in the social and human service sectors. As a result, the compensation is less than their male counterparts in finance and banking related positions. Women have been demonstrated to be more prevalent in executive positions in organizations that are directed toward social and human services (Goldmacher 4). Could this distinction be said to be by selection or is it the outcome of gender stereotyping? Other casual attributes for women receiving lower pay in organizations has been that the women reach a glass ceiling with regards to pay at an earlier stage than their male counterparts. In the steps of rising in organizations, women generally receive lower rates of compensation than their male counterparts (Goldmacher 4).

There has a general consensus among women. The women are in concurrence in stating that their situations have improved as a function of time. It is anticipated that there will be a significant leap forward in the next several years. Women are anticipated to occupy more executive positions entering the third decade of the twenty first century (Eagly 6). There is a greater argument for women being in leadership positions. Studies have demonstrated that historically, the actions of men have led to violence and war. The leadership of women in executive positions has been one of the causal attributes for the decline in conflicts. Research has demonstrated that societies that have greater indexes of gender equality have demonstrated higher national per capita incomes (Eagly 8).

It is a substantial endeavor to compare the contribution of males and females in leadership positions. Research has demonstrated that females contribute greater levels of transformational and transactional leadership than their male counterparts in organizations. In addition, women have been demonstrated to produce results which are more considerate, ethical and universalistic. These qualities encourage the public well-being (Eagly 8).

Historically, women have been perceived as maternal figures. The female leaders have been perceived to have a more caring and affective quality than the males. In correlation, there are a number of organizations which perceive that interpersonal skills are not equated with business skills. The males have been traditionally associated with being the dominant breadwinners in the family system. The breadwinner position that has been traditionally given to men is attributed to the assumption that men have leadership skills. The male leaders in society are perceived to be effective members in society who have the tenacity to administrate any situation that may need to be addressed (Russell & McGinnity 15).

The concept that women are not as tenacious is a partial assumption. Notwithstanding that the females may not possess the identical physical strength as their male counterparts; women have been demonstrated to be intellectually equal to men. Women have been associated with the maternal roles in the families due to the premise that the women have the skills that are required to care for those under their authority. Considering that mothers are able to address the most awkward situations with children who are energetic, the women are able to put the maternal instincts into their positions and help others. Consequently, women have innate people oriented skills. Studies have shown that employees who have leaders who demonstrate empathy and concern have the outcomes of the production of higher levels of quality in the workplace. The supervisors who have the capacity of being able to address conflicts produce improved outcomes (Russell & McGinnity 15).

Conclusion

Currently, the quality of females that are in administrative positions may be only a percentage of the number of males who are in administrative positions. Women are increasingly being perceived as leaders who have increased levels of competency. The biases which have been developed against women as breadwinners are being slowly dissipated. There has been a substantial amount of progress achieved by women with regards to gender equality over the past several decades. It is perceived that increased numbers of women will achieve equity in compensation with the legation enacted by President Obama.

Works Cited

Eagly, Alice. “Gender & work: Challenging conventional wisdom.” Harvard Business   School, 2013. Web. 8 May 2015. http://www.hbs.edu/faculty/conferences/2013-w50-research-symposium/Documents/eagly.pdf

Goldmacher. Shane. “2014 Salary survey: why do Washington’s women leaders make less?” National Journal, 10 April 2014. Web. May 2015. http://www.nationaljournal.com/magazine/why-do-washington-s-women-leaders-make-less-20140410

Lorber, Judith. “Chapter 3. Seeing is believing:  Biology as Gender.”  The Gendered Society Reader. Ed. Michael S Kimmer, Any Aronson & Amy Kaler. 11- 18. Ontario: Oxford University Press, 2011. Print.

Russell, Helen and Frances McGinnity. “Workplace equality in the recession? The incidence and impact of equality policies and flexible working.” Equality Research Series, Equality Authority and Special Research Institute, Dublin 2011. Web. 8 May 2015. http://nuigalway.ie/equality/documents/workplace_equality_in-the_recession.pdf