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Organizations invest money, time and energy on fostering gender diversity at the workplace. Other than being fair, diversity has been proved to improve company performance, as it promotes innovation, creative thinking and decision-making capabilities, as an example. However, having said that, there are still some sectors or areas which lack of a fair representation between men and women. In order to build a more balanced workforce, it is necessary for the organization to find ways to be appealing to all groups. One way can be to focus on the recruitment process.
The recruitment process contains some major and minor biases, which can influence the hiring decision. In most recent years, it has been revealed that the words used in job postings can in fact encourage or discourage different groups of people, in this case, men and women. That is due to the fact that language is gendered, because men and women communicate who they are, what they want, what they need differently. Language is strictly related to how one person is perceived in the society and the role they have, with the risk of falling into a stereotype.
The objective of the paper is to study and explain the effect of wording in job postings. To do so, around 200 participants have replied to a questionnaire which presents ten sets of job descriptions containing and comparing gendered words. The questionnaire allows to compare the answers from men and women and assess to what extend wording influence the application decision. It appears that women are more reactive to biased language than men and they prefer female-themed terms; despite being more indifferent, men also lean towards feminine language in some cases.
Jobsharing in Management
(2015)
According to a recent German law companies are obliged to increase the proportion of female managers in strategic significant departments because women are nationally and even globally underrepresented in management. Simply raising their share, however, won’t solve the more profound problem. Part of the thesis is the consideration of reasons to the current situation. Mentioned reasons are the management framework conditions and social norms. Furthermore the working model jobsharing in management will be presented as method that realizes a sustainable change in gender diversity. There are already companies which started projects for gender diversity management in order to acknowledge gender disparity and deal with it. A fact referring to social norms is that women still struggle more between their professional career and family than men do. Besides, society pushes women into their classical roles as home keeper. Studies prove that the main reason for women to quit their job is more time for their family. Another fact referring the management framework conditions is that managers often have to work more than 100 percent based on average working time. Jobsharing in management, later on called leadsharing, may enable qualified women not to choose either a management position or their family. Hence, companies may save experienced executives. In this time flexible working model two mangers own the same position and share their job related responsibilities. The characteristics of leadsharing as well as its benefits and challenges will be introduced in relation to eight reports of experienced leadsharers. Leadsharing has proven to be possible and successful but it’s anyway negatively associated with huge effort in communication, dependency within the leadsharing team and infeasibility in management. Thus, the most important requirement for leadsharing is a receptive cooperating company and the perfect partner who can be trusted. The German start-up Tandemploy is specialized on matching jobsharing interested employees and companies. Today’s technologies and circumstances on the shrinking specialists and executive staff market may also support a jobsharing popularity. For companies which are against stagnation and honestly promote gender equality the adoption of leadsharing is apparently a chance to ensure sustainable gender parity in management.