This report is based on Wesfarmers; a leading Australian based company recruits its staff under the grounds of gender diversity so as to offer satisfactory returns to its shareholders. Gender diversity affects both female and male sex in Wesfarmers employees performance (Bear, Rahman, and Post, 2010, p. 207). Enhancing gender diversity in the human resource of an organisation is costly to the firm since different gender requires different resources to perform. The purpose of this report is to explain the importance and objectives of gender diversity towards the success of Wesfarmers.
Objectives of Gender Diversity
Wesfarmers step to enhance gender diversity in its operations play significant roles in improving equality of human rights. This report seeks to achieve two distinct goals as given below:
To promote equity without discrimination and specifically eliminate any forms of inequality on gender identity, religion, beliefs, race, and sex.
In Wesfarmers, gender diversity and equality is viewed as a blueprint for better management.
When it comes to promotion, retention, and recruitment, the managers should do it fairly based on the skills, experience, and expertise of the interested members (Chapple and Humphrey, 2014, p. 710). The promotion of fairness results to improved productivity and profitability of a firm to the anticipated levels as set in the strategic plan.
Equity and equity in the recruitment, promotion, and hiring of employees by Wesfarmers HRM motivates the employees to improve their productivity level (Chapple and Humphrey, 2014, p. 708). The principal objective of enhancing gender diversity within the workplace is to promote equity for all stakeholders without any discrimination on the grounds of religion, beliefs, and races.
The recruitment of employees by Wesfarmers should be set to be done after every six months or as at when required. The ability to promote the current employees is based on their skills, experience, and knowledge and thus should be done on this basis after one year (Dobbin and Jung, 2011, p. 84). Gender diversity requires that practitioners be gender sensitive in the resource allocation to various stakeholders, thus retaining employees is encouraged by a regular supply of adequate resources.
The inability to promote gender diversity by the human resource management of Wesfarmers is risky to the success of the firm. The reputation of the enterprise to the public is tarnished. The employees perform below their capabilities (Hoogendoorn, Oosterbeek, and Van Praag, 2013, p. 1518). Further, there may be high rates of strikes by both the members of society and the workers of Wesfarmers.
Gender diversity plays a sensitive role in the mapping of an organisation's objectives. To evaluate the level of equity and fairness in the workplace, participatory, labour mapping, mobility mapping, and attitude mapping evaluation approaches are employed (Dobbin and Jung, 2011, p. 77). Gender mainstreaming methods is highly used in the measurement of fairness and equity in the workplace.
To encourage the understanding and support of human rights by creating resolutions to advance a diverse and equitable approach to human rights as well as strengthening the capability of civic society.
The question of whether men or women should undertake certain duties is resolved through the creation of a strong business culture. Under this objective, the management of Wesfarmers seeks to implement unity, strengthen employees capabilities, and training them on efficient work methods and make them feel as important assets of the company (Bear, Rahman, and Post, 2010, p. 200).
With training and development of employees, the company improves productivity since the staff are highly motivated to work with high morale (Dobbin and Jung, 2011, p. 89). The implementation of unity reduces sources of conflicts and thus ensuring employees work in the right direction. Strengthening employees capabilities lead to improved productivity.
Timeline and Resources
The ability to incorporate gender diversity effectively in the organisation's programs enables the leadership to design the appropriate products that the two genders demand. Training and development of employees should be done as at when required and no longer than four months on average (Dobbin and Jung, 2011, p. 92). The management should organise seminars where the personnel is taught the importance of peace in the workplace, and adequate resources allocated. Training promotes employees capabilities, and this is done after every four months.
Failure to understand the importance of supporting human rights in a business setting has a risk that the company may lose market in the business environment (Hoogendoorn, Oosterbeek, and Van Praag, 2013, p. 1520). Improper understanding of the market demands both female and male gender results to poor decision making when supplying products in the market. The provision of poor quality products chases away the customers of Wesfarmers.
In the assessment of the effectiveness of this approach to realising the set goals of gender diversity, a division of labour mapping, mobility mapping, attitude mapping, and body power walk methods are usable. These helps in detecting the risk approaches undertaken by the company in addressing gender diversity problems.
Gender diversity plays a crucial role in the success of an organisation. With active recruitment and retention approaches, healthy organisational climate and culture are enhanced (Dobbin and Jung, 2011, p. 92). Therefore, organisations should establish a healthy workplace by rewarding creativity and innovation that celebrate diversity.
Bear, S., Rahman, N. and Post, C., 2010. The impact of board diversity and gender composition on corporate social responsibility and firm reputation. Journal of Business Ethics, 97(2), pp. 207-221.
Chapple, L. and Humphrey, J.E., 2014. Does board gender diversity have a financial impact? Evidence using stock portfolio performance. Journal of Business Ethics, 122(4), pp.709-723.
Dobbin, F., and Jung, J., 2011. Corporate board gender diversity and stock performance: The competence gap or institutional investor bias?. North Carolina Law Review, 89.
Hoogendoorn, S., Oosterbeek, H. and Van Praag, M., 2013. The impact of gender diversity on the performance of business teams: Evidence from a field experiment. Management Science, 59(7), pp.1514-1528