Training is a form of investment in human capital. As with otherforms of investments, employers, understandably, expect returns on theirinvestment in human capital. Dealing with…
Abstract
Training is a form of investment in human capital. As with other forms of investments, employers, understandably, expect returns on their investment in human capital. Dealing with employees′ requests for qualifications training poses a major problem for many employers. This is because, in very many cases, qualifications training courses are general, and are not geared to the specific needs of a particular employer. Furthermore, qualifications training enhances an employee′s mobility within the labour market. While many employers are aware of these points, they also realize that employees are less likely to become frustrated and leave if opportunities for further training and development are available within the organization. Drawing on the practice in some organizations, offers a framework which will enable employers to devise a strategic qualifications training policy.
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The incidence of sexual harassment at work has risen dramaticallyin recent years. This is a cause for concern. The evidence shows thatworkers are complaining. However, many…
Abstract
The incidence of sexual harassment at work has risen dramatically in recent years. This is a cause for concern. The evidence shows that workers are complaining. However, many employees still suffer in silence and do not report the cases of harassment which they suffer. By setting out the reasons why some employees do not bother to report cases of harassment, demonstrates that, where there is no news, it does not necessarily mean good news. There is no legal requirement that employers should undertake equal opportunities initiatives with regard to dealing with the disturbing incidence of sexual harassment at work. Because of this, what employers need in the present dispensation is the will to tackle the problem. Demonstrates why employers should cultivate this will, and shows them the way that should enable them to tackle the problem head on.
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Many organizations seek to unleash staff potential by empowering theiremployees. However, mainstream empowerment programs do not reflect theunique problems faced by disadvantaged…
Abstract
Many organizations seek to unleash staff potential by empowering their employees. However, mainstream empowerment programs do not reflect the unique problems faced by disadvantaged employees, namely, people with disabilities, women, and ethnic minorities. As a result, the programs fail to offer solutions which can both facilitate the resolution of the problems and enable an organization to maximize the benefits of empowerment initiatives. Shows why employers need to adopt top‐up measures for disadvantaged employees, in addition to the programs for all employees. Discusses empowerment initiatives specifically for disadvantaged employees which some employers have integrated successfully into the central management role.
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Lisa A. Schur and Douglas L Kruse
In the U.S. private sector, women are less likely than men to be union members. This study analyses a unique na‐tional survey (conducted in 1984) to determine if women are less…
Abstract
In the U.S. private sector, women are less likely than men to be union members. This study analyses a unique na‐tional survey (conducted in 1984) to determine if women are less interested than men in unionising or if, instead, they are equally interested but face higher barriers to unionisation. The results support the latter interpretation. In particular, non‐union women in private sector white‐col‐lar jobs (representing over half of the female non‐union, work force) expressed more interest than comparable men in joining unions. This finding appears to reflect more optimism among the women in this group than among the men about what unions can accomplish; it is not explained by gender differences in attitudes toward jobs or em‐ployers. The authors discount theories that family respon‐sibilities, or concerns of female workers that set them apart from men, present special barriers to unionisation.
Volume 8 Number 5 of Women in Management Review contains three articles. In the first, entitled “Gender Effects in Salary Increases: A Shifting Pendulum?” by Kenneth W…
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Volume 8 Number 5 of Women in Management Review contains three articles. In the first, entitled “Gender Effects in Salary Increases: A Shifting Pendulum?” by Kenneth W. Thornicroft, the author maintains that a large number of studies suggest that in experimental reward allocation scenarios, females tend to under‐reward themselves vis‐a‐vis similarly situated males. However, the principal studies date from the 1970s and early 1980s. In the past decade there has been a substantial public policy effort, reflected in employment equity legislation and organisation‐level initiatives, targeting direct and systemic gen‐der‐based discriminatory practices. There is some evidence that gender‐ based discriminatory employment practices are receding. In this study, involving 127 undergraduate business administration students, the student allocator's gender was not a significant predictor of reward allocation behaviour. Even more provocative, the results suggest that a reward allocation bias systematically operated in favour of women.
Equal pay for men and women was a principle en‐shrined in the Treaty of Rome and was the subject of a European Directive in 1975. This investigation of progress towards equal pay…
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Equal pay for men and women was a principle en‐shrined in the Treaty of Rome and was the subject of a European Directive in 1975. This investigation of progress towards equal pay in three member‐states, Germany, Italy, and the United Kingdom, reveals the importance of differences in employment structures and reward systems in determining relative pay for women. The author argues that differences in the structure and size of pay differentials among countries suggest that more attention needs to be paid to the general system of labour market regulation than to explicit equal‐pay policies. She concludes that women would be more likely to benefit from a strategy of establishing labour standards and regulation than from equal‐pay Directives which have little effect on the general practices and principles of pay determination.