1. Linking Gender with Human Resource Management Gender Fairness as Good Business Practice An inter-Active Workshop on Gender January 17, 2008 Orchid Garden

2. Presentation Flow Strategic Human Resources Management Strategic Human Resources Management Global Reality in the Workplace on Gender Global Reality in the Workplace on Gender Workplace Statistics in the Philippines Workplace Statistics in the Philippines Framework on Gender-Based HRM Framework on Gender-Based HRM Linking Gender with HRM Policies and Practices Linking Gender with HRM Policies and Practices

3. STRATEGIC HUMAN RESOURCE MANAGEMENT The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.

4. Strategic Human Resource Management Human Resource Management Organizational Performance Organizational Culture

5. Global Reality The past decades have seen an increasing number of women in the workplace. In the 1960’s, less than a third of the women worked; today, more than 50 percent of female adults work. Perhaps, this has led to a change in gender roles. While there is more openness to women joining the workforce, there is still gender inequality in the workplace.

6. HR Role Framework in Creating Change (Dave Ulrich) People Operational Focus Strategic Focus Process Employee Champion Strategic Partner Administrative Expert Change Agent deals with day to day problems, needs and concerns of individual employees concerned with identifying and developing new behaviors that will sustain a company’s competitiveness focuses on aligning HR strategies and practices with business strategy concerned with designing and delivering HR processes efficiently

7. Global Reality Glass-ceiling (barrier for women in important positions) Glass-ceiling (barrier for women in important positions) Glass-walls (limit women to certain occupations) Glass-walls (limit women to certain occupations) Women’s income are less than men’s in similar positions Women’s income are less than men’s in similar positions Men tend to have higher-level jobs than women even if literacy and educational levels are the same across genders Men tend to have higher-level jobs than women even if literacy and educational levels are the same across genders

8. Global Reality Based on Work Orientation Survey Based on Work Orientation Survey There is less job satisfaction in women than in menThere is less job satisfaction in women than in men Their (women) work provides low income, less opportunities for advancementTheir (women) work provides low income, less opportunities for advancement Work does not allow them to work independentlyWork does not allow them to work independently

9. Current Reality: Women Rule Philippine Workforce YearWomenMen2002 1.86 M Sup Positions 1.4 M Sup Positions 2004 2.162 M 1.613 M 2006 2.257 M 1.629 M 91 percent of businesses in the Philippines have women in senior management positions

10. Current Reality: Women Rule Philippine Workforce 28.8%36.1%Laborers/Unskilled Workers 7.6%12.5%Service Workers/Shop & Markets sales workers 2.7%7.7%Clerks 2.2%3.6%Technicians/Associate Professional 2.2%7.7%Professionals MenWomenJobs 2006 Data from DOLE

11. Women vs. Men: Education Stats 1 out of 3 employed women, or 32.8 % of total 12.8M in 2006 reached college 1 out of 5 men, or 22.5% of the total 20.156M employed reached college In 2007, more employed women – 1 out of 5 – had completed college compared to 1 out of 10 men.

12. Iceberg of Differences

13. Performance = f (A, M, E) Performance Framework

14. Theories of Motivation Needs Maslow’s Hierarchy Maslow’s Hierarchy Herzberg’s 2-Factor Herzberg’s 2-Factor McClelland’s Needs McClelland’s Needs Learned Behaviors Skinner’s Reinforcement Skinner’s Reinforcement Lawler and Porter’s Reward and Satisfaction Lawler and Porter’s Reward and Satisfaction Goals and Expectancy Locke’s Goal Locke’s Goal Vrooms’ Expectancy Vrooms’ Expectancy Adam’s Equity Adam’s Equity Organization and Leadership McGregor’s X and Y McGregor’s X and Y Argyris Argyris

15. Performance WORK ENVIRONMENT Is the organization Supportive? EMPLOYEE MOTIVATION Does s/he want to do it? EMPLOYEE ABILITY Can s/he do it?

16. Basic Physiological Meaning Relationships Well-Being and Safety Self-Esteem Maslow’s Hierarchy

17. HERZBERG’S MOTIVATION-HYGIENE MODEL NO SATISFACTION Jobs that do not offer achievement, recognition, stimulating work, responsibility and achievement. SATISFACTION Jobs offering achievement, recognition, stimulating work, responsibility and achievement. MOTIVATORS DISSATISFACTIONNO DISSATISFACTION Jobs with good company policies and administration, technical supervision, salary, interpersonal relationships with supervisors and working conditions HYGIENE FACTORS Jobs with poor company policies and administration, technical supervision, salary, interpersonal relationships with supervisors and working conditions

18. McClelland’s Need for Achievement (N Ach) Need for Affiliation (N Aff) Need for Power (N Pow) Needs are learned and can be taught

19. Mc Gregor’s Theory X People inherently dislike work and when possible will avoid it They have little ambition, tend to shun responsibility and prefer to be directed Theory Y Work is a natural phenomenon and if conditions are favorable people will not only accept responsibility but will seek it If people are committed to organizational objectives, they will exercise self-direction and self-control

20. Expectancy Theory Individuals have expectancies about the consequences of their behavior and that a person will act in order to achieve desired outcomes. The higher a person’s expectations of receiving a reward, the harder he will work

21. Goal Setting (Locke) Goals enhance an employee’s performance High Performance High Satisfaction Challenging Goals Rewards Meaningful Self-efficacy, Feedback and environment

22. Equity An individual who perceives inequity in his compensation will be dissatisfied. Equity deals with two levels, balance between outcome achieved and input required, and balance in comparison with co- workers

23. Filipino Hierarchy of Needs (A Study of 176 Dept. Heads of 38 gov’t. corps) 1. Physiological 2. Self-realization 3. Security and safety 4. Social 5. Status and Prestige According to Andres First stage: “Upang makaraos” (survival) Second stage: “Upang Maayos ang buhay (stability) Third stage: Upang maging maunlad and buhay” (advancement) Fourth stage: Upang may sarap sa buhay” (enjoyment) Fifth stage: “upang may papel” (esteem)

24. A FILIPINO PERSPECTIVE ON MOTIVATION 3 BASIC AIMS THAT MOTIVATE AND CONTROL BEHAVIOR Social Acceptance – “Maging Taong Ginagalang at Respectable”; value of pakikisama (“going along with”) motivation is strongly related to supervisory style Economic Security – “Maging Taong Kumikita at Responsible”; instrumental to this goal is the value of familism Social Mobility – “Maging Taong Malakas at Importante”; character of pagkatao (personal dignity)

25. Intrinsic Motivation: ….the challenge to one’s ability …. achieving a stature that one values

26. Extrinsic Motivation: ….gaining something tangible ….the reward comes from an external source

27. The work environment Meaningful Interest The job Responsibility- Autonomy Accountability Challenge Achievement Results feedback Mutual Trust Targets agreed Involvement Recognition Support C olleagues The leader Organization Financial Capability

28. “Work is core to my existence as a woman because I have tested myself. I tried staying home…parang something was missing….I was always a working wife…so for me work is a vehicle for fulfillment in terms of talents and abilities coming out.” Participant in the 2004 Participant in the 2004 Work Orientation Survey Work Orientation Survey Conducted by PMAP Conducted by PMAP

29. PERFORMANCE FRAMEWORK EMPLOYEE PERFORMANCE FACTORS ARE MET HIGH JOB SATISFACTION HIGH PERFORMANCE REWARDS

30. GENDER-FAIR WORKPLACE EMPLOYEE NEEDS OF MEN UNIQUE LIFE SITUATIONS HIGH JOB SATISFACTION HIGH PERFORMANCE NEEDS OF WOMEN UNIQUE LIFE SITUATIONS

31. Training and Development Performance Management and Coaching Selection, Staffing and Placement Compensation and Rewards Career Development and Succession Planning Strategic Gender-Based Human Resource Management GENDER LINK Leadership Development Employee Well-being Organization Vision, Mission and Values, Strategy and Goals

32. Gender Link to HRM Policies & Practices Selection, Recruitment & Placement Selection, Recruitment & Placement No discrimination based on genderNo discrimination based on gender Preferential hiringPreferential hiring Gender-fair Placement Practices (break the glass-ceilings & glass-walls)Gender-fair Placement Practices (break the glass-ceilings & glass-walls) Compensation & Rewards Compensation & Rewards Pay for the PersonPay for the Person Pay for the PositionPay for the Position Pay for the PerformancePay for the Performance

33. Gender Link to HRM Policies & Practices Employee Well-being Employee Well-being Structures, programs and systems that are gender-fair and gender specificStructures, programs and systems that are gender-fair and gender specific Leaves Leaves Flexible time Flexible time Home based work arrangement Home based work arrangement Flexible benefits Flexible benefits Counseling Services Counseling Services Performance Management & Coaching Performance Management & Coaching Meaningful and objective SystemMeaningful and objective System

34. Gender Link to HRM Policies & Practices Leadership Development Leadership Development Training and Development Training and Development Career and Succession Planning Career and Succession Planning EQUAL OPPORTUNITIES SUPPORTED BY POLICIES, STRUCTURES AND RESOURCES

35. THANK YOU!