KESENJANGAN GENDER DAN KESETARAAN KETENAGAKERJAAN: SEBUAH TINJAUAN

The purpose of this article is to discuss Employment Equity and many sub-issues including male domination in organizations, target groups, government policies, and quota systems. This study attempts to address the topic of whether equality in the mirror is only "sweet words without meaning" that glosses over women's failings in the name of the organization's dedication to women's advancement. Thus, workplace equality is a concern for growth that is entirely balanced on the basis of merit and ability, as well as aggressively supporting good women and minorities without regard for bias or prejudice. Perfect workplace equity contributes to the organization's attractiveness as a place to work and strengthens the organization's image of social responsibility.

Institutional Betrayal: Inequity, Discrimination, Bullying, and Retaliation in Academia

Institutions of higher learning dedicated to the pursuit of knowledge and committed to diversity should be exemplars of workplace equity. Sadly, they are not. Their failure to take appropriate action to protect employees from inequity, discrimination, bullying, and retaliation amounts to institutional betrayal. The professional code of ethics for sociology, a discipline committed to the study of inequality, instructs sociologists to “strive to eliminate bias in their professional activities” and not to “tolerate any forms of discrimination.” As such, sociologists should be the leaders on our campuses in recognizing institutional betrayals by academic administrators and in promoting workplace equity. Regrettably, we have not accepted this charge. In this address, I call for sociologists to embrace our professional responsibilities and apply our scholarly knowledge and commitments to the reduction of inequality in our own workplace. If we can’t do it here, can we do it anywhere?

The Challenge to White Manhood

This chapter considers how the increase in numbers of African American men at the workplace brought differing and contentious visions of manhood to the automotive factory. White men, who had long dominated the better jobs, divided into two groups: those who strove for the respectability of high-paid union jobs and those who resented others, fearing the loss of their exclusive white privileges. When black men fought for workplace equity, the more conservative whites conducted racial hate strikes to protect traditionally “white” jobs. In reaction, African American workers conducted what might best be labeled “pride strikes” to gain access to better jobs and later to improve the inequitable situation of black women in the automobile factories. These workplace struggles involved robust clashes over differing visions of manhood.

Gender, part‐time employment and employee participation in Australian workplaces

The international trend in the growth and incidence of “non‐standard employment”, and its highly gendered nature, is well documented. Similarly, interest in employee involvement or participation by academics and practitioners has seen the emergence of a rapidly growing body of literature. Despite the continued interest in each of these areas, the literature is relatively silent when it comes to where the two areas intersect, that is, what the implications are for employee participation in the growth of non‐standard employment. This paper seeks to redress this relative insularity in the literature by examining some broad trends in this area in Australia. The literature lacks one clear, accepted definition of “non‐standard” employment. For ease of definition, and because of the nature of the available data, we focus on part‐time employment in this paper. The paper analyses data from the Australian Workplace Industrial Relations Survey of 1995 (AWIRS 95). It tests the hypotheses that part‐time employees enjoy less access to participatory management practices in the workplace than their full‐time counterparts, and that this diminishes the access to participation in the workplace enjoyed by female workers in comparison with their male colleagues, since the part‐time workforce is predominantly feminised. These hypotheses were strongly confirmed. This has major implications for workplace equity, and for organisational efficiency.