1

Chapter 1
INTRODUCTION

Human Resource is the most significant elements in an organization. Without
people, the goals of an entity could not be possibly done. Thus, managers and
administrators should consider various factors. One of which is diversity of the
employees for this is the core area that would eventually produce effective job
outcomes.
Diversity is a common and important HR issue. Employee diversity is discussed
as a complicated yet vital goal to achieve for organizational effectiveness. Diversity
among employees is beneficial in several ways, including enhancing the quality of work
and representing constituents or clients of various backgrounds. However, achieving
workplace diversity is bound to engender conflict. Employers must adhere to hiring,
promotion and termination practices that do not discriminate people of different races,
culture, beliefs, values, ages or sexual orientations. Considering employees diversity is
a new way of thinking about maximizing the potential of everyone within the
organization. It is basically about providing equality within the organization. Laws are
clear that workplace discrimination will not be tolerated. HR personnel must ensure that
the policies of the company regarding anti-discrimination are being kept. Diversity is
about learning from others who are not the same, about dignity and respect for all, and
about creating workplace environments and practices that encourage learning from
others and capture the advantage of diverse perspectives.
The researchers were inspired to conduct this study knowing that individual
carries the baggage of our personal values, experience, beliefs and perceptions with us
2

everywhere. It is also inevitable for us to meet diverse people inside or outside the
workplace. We, as students wondered how to handle this kind of situation not only in the
workplace but in our school campus as well. By this study, we can acquire new ideas
and broaden our knowledge regarding on this matter that will help us to be more
informed and to be able to apply these new acquired ideas when being faced with the
situation in the near future.

Review of Related Literature and Studies
This chapter presents literatures and previous studies related to gender diversity
towards productivity of employees.
Gender diversity means the proportion of males to females in the workplace.
There seems to be some highly disputed attempts to provide evidence that womens
and mens brains are subtly different, leading them to function differently, or perhaps,
making males and females interested in different aspects of their situated reality. In the
past, all women in the workplace were automatically assigned to temporary or part-time
or low responsibility jobs because it was understood that their first priority was taking
care of their families.
Gender diversity is about sexual differences. This includes but is not limited to
women receiving lower pay, mothers being penalized for taking care of their families,
homosexuals being told, "Don't ask, don't tell," in the military, transsexuals being
alienated from mainstream jobs, and men being expected to provide the main source of
income for their families (M. J. Joachim, 2009). It is driven by a business need today
(Kalpana Morparia 2007). In this way, organizations can be far more successful in
bringing gender diversity to the workplace rather than a system which is patronizing
3

and, therefore, demeaningor looking to recruit a certain number from each gender to
bring parity. For gender diversity to succeed and become a reality, companies need to
look at issues not from a stereotypical point of view, but from an employees
perspective. I am just trying to underline the fact that the need for flexibility at the
workplace is not limited to women. Its true that women need longer sabbaticals for
raising a family or other such commitments, but men, too, expect alternative work
practices such as flexible timings, a compressed work week, telecommuting, etc. to
pursue education, other interests, or just help out spouse or family.
Morparia 2007 concluded that in a talent-scarce economy, what is required is
flexible and employee-friendly HR practices and processes to get the maximum out of
employees. Creating a culture of inclusion and greater employee involvement with the
organization, companies can achieve better productivity and competitive advantage.
Based on the business case for diversity in organizations literature,
demographically heterogeneous groups (such as those composed of men and women,
rather than of only men or of only women) may be best placed to provide a diversity of
perspectives that might enhance the development and creation of knowledge. As men
and women are members of different groups based on their sex, they might differ
somewhat in research interests and methodologies (Addis & Villa, 2003).
In Hofstede (2000), the concept of MAS (masculine attitudes and behavior) and
its opposite femininity represent the different ways in which societies deal with
implications of sex differences. In his review of the relevant literature in psychology,
sociology and political science, Hofstede (2000) found a nearly consistent pattern of
men rating advancement and earning power more highly and women rating
interpersonal aspects, service and physical environment more highly. The MAS
4

dimension affects whether the organization will be people oriented, emphasizing the
quality of life and the environment (low MAS) or task-oriented (high MAS). Low MAS is
related to sympathy for the weak and to social leveling. According to Hofstede, gender
roles, as reflected in MAS, are transferred through socialization. Men are taught to be
assertive and women to be nurturing. What is important to note in Hofstedes argument
is that gender differences are one aspect of the overall cultural differences that exist
between human beings. Thus, both national/ethnic and gender differences constitute
the socio-cultural factors that influence perceptions and behaviors (Hofstede 2000).
In view of this gender difference, it is not surprising that womens discourse
tends to be more tentative and socially oriented in contrast to men, who tend to be more
categorical (Preisler, 2002). Furthermore, women show a proclivity to highlight
cooperation in their discourse while men tend to be competitive (Coates, 2001).
There are a number of studies that show a link between the gender distribution
in a companys management and its profitability. Researchers at Cranfield University in
England have found a show a consistent and increasingly high correlation between high
market value and the presence of women directors. Researchers study the 100 largest
companies on the London Stock Exchange and annually publish the female FTSE
index. They showed that 18 of the 20 companies with the highest market capitalization
during 2003 had at least one woman director Of the 20 companies with the lowest
market capitalization only eight had woman directors (Vinnicombe & Singh, 2003).
Mixed teams at all levels are important for producing goods and services that
satisfy the customers needs and expectations. In consumer businesses, the more a
company mirrors its markets demographically, the better positioned it is to sense and
respond to evolving market needs (Catalyst, 2002).
5

Becoming known as an employer promoting gender diversity can increase the
prime source of competitive advantage: people (The Kingsmill Review: London, 2003).
To be competitive, it is crucial to recruit the right people from the start and being able to
keep them. Studies of young leaders show that both women and men are critical of
managements image today and the conditions that prevail. They want flexible working
options and family friendly policies. Companies that do not listen to young managers will
be ignored by women and men who demand greater balance in their lives (Popcorn &
Marigold, 2005).
Adams and Ferreira (2009) analyze data with characteristics of directors and
boards from almost 2000 rms in the United States for the period 1996-2003. To
address the possible endogeneity of the fraction of female directors, they use the
fraction of male board members with connections to female directors in other board
positions as instrumental variable. In addition they include rm xed effects. Besides
their nding that gender diverse boards monitor directors more intensively, they also
nd that diversity has a positive impact on performance in rms that have otherwise
weak (external) governance. However, more gender diverse boards are harmful for the
performance of rms with strong (external) governance, possibly due to over monitoring.
These ndings are consistent with each other if internal and external monitoring are
substitutes. On average, the effect of gender diversity on rm performance turns out to
be negative. This leads Adams and Ferreira to conclude that mandating gender quotas
for directors can reduce the value of well-governed rms.
Most managers and supervisors at technical companies struggle to achieve and
maintain gender diversity. In particular, engineering, scientific, information technology,
and oil and gas companies are faced with the problem of recruiting and retaining female
6

employees. Gender-diversity discussions tend to focus on three main concerns: 1) the
relationship between corporate profitability and gender diversity, 2) the problem of
recruiting and retaining women professionals in technical companies where the
corporate culture can be inhospitable, and 3) the number of women entering and
graduating from science, technology, engineering, and mathematics programs (Weiss
2003).
According to Michaels 2011, Gender diversity affects human resources in many
ways: HR must manage gender diversity, provide necessary training and socialization,
track the effectiveness of any gender diversity related programs and ensure that an
organization has a proper amount of gender diversity. Also, gender diversity must be
monitored to ensure that people of both genders are treated fairly and are represented
fairly in the workplace. Human resources has the responsibility to communicate that
gender diversity should be viewed as an asset, not a hindrance, to an organization. It is
HR's role to ensure that this message is known right from the start of someone's
interaction with an organization. Addressing this during the job-interview process and
employee orientation sets the standards and expectations for gender diversity
appreciation within the organization.
Unmarried women were likely to quit as soon as theyre married and married
women were likely to quit as soon as they became pregnant. Women with children were
understood to care more about the children than about work. In addition, there was a
widespread belief that women were not as capable as men, either physically or mentally
or emotionally. Organizations have been slowly adjusting to these changes, learning to
treat women as the equals of men and not as a pool of potential dates. Both
discriminating against female employees and treating them in a sexual manner are now
7

against the law. Women should be given the same career opportunities as men;
homosexual couples should be given the same health insurance benefits as
heterosexual couples. However, many managers would counter that organizations are
not supposed to change the society. They are supposed to manufacture goods and
provide services for money. Their responsibilities are to their stockholders, not women's
groups. It might be morally desirable for corporations to give all their profits to the poor,
but it would not be responsible action.
The application to women is not straightforward since the division of labor by sex
divides segments of the labor market, including internal labor markets in the primary
sector (Pechman 2003). Greater emphasis on the social phenomena of class struggle
and the labor process at the workplace has deepened the analysis of labor market
operations, but even this more holistic approach has usually not incorporated gender.
The processes of de-skilling jobs and assigning jobs are interrelated, and differential
use of male and female workers is an integral part of these processes.
In contrast, genders remain an important consideration for organizations around
the world, as the roles of men and women continue to be differentiated in all countries.
Think manager, think male phenomena where male characteristic are seen as
appropriate for managers and the reverse for women (Prime, Carter, Karsten &
Maznevski 2008). This stereotype of men as managers and women as suitable for
supportive roles appears to hold internationally; there seems to be a global perception
of female and male characteristic that results in men progressing to higher levels in
organizations.
Men and women struggle over who will get which jobs, while management and
workers struggle over the design of the job structure and working conditions as well
8

as the assignment of workers to jobs. More recent research has shown how the internal
labor market structures differ for women from the structures originally described for
men. The outward symbol of these different structures by gender is the high degree of
sex segregation within firms by title. Men and women have profoundly different labor
market experiences within the same firm although firms treat workers in the same job
category equally.
These include demographic trends; the potential of diversity can be an asset, and
marketing considerations. (Gomez, Balkin, Caroy, and Dimick 2008). Today, many
organizations realize that employee diversity can actually enhance organizational
effectiveness. There are useful changes in internal decision process. Employee
Diversity can improve organizational functioning by stimulating greater creativity,
improving problem solving and increasing organizations flexibility. With regards to
marketing concerns, there concentration on these areas means that they are significant
market for the consumer products and services that may differ from other markets.

Theoretical Framework
The theories below relates to the entirety of our study since it highlights the
important matters that are being tackled and most especially it provides a greater
understanding on how, we as Human Resource Management students and future
Human Resource practitioners, to fully grasp the essence of gender sensitivity in the
workplace, how to handle issues regarding conflict between employees when things
seems to go out of hand, and it also acts as our guideline to help us improve in our
chosen profession.
9

Social identity/Categorization Theory has been used to predict and understand
how diversity influences individual attitude and behavior (Jackson et al., 2003). To
explain the effects of diversity on individual outcomes, the basic argument is that ones
similarity on visible and relatively immutable traits influences feelings of identification
(Tsui, Egan, & OReilly, 2009). Particularly, sex is one obvious example that can be
used to illustrate how self-categorization may increase or decrease the attractiveness of
a group to an individual (Hoffman & Hurst, 2006).
Individuals will go through a process of self-categorization in which they classify
themselves and others into social categories using such attributes as age, race, or
gender (Williams & OReilly, 2010). This process permits a person to define him or
herself in terms of a social identity (Tajfel & Turner, 2004), and leads to in-group/out-
group distinctions (Kramer, 2006). Furthermore, individuals desire to maintain a high-
level of self-esteem (Tajfel, 2003) and a positive self-identity (Tajfel & Turner, 2004). To
maintain a positive self-identity, individuals may seek to maximize intergroup
distinctiveness (Kramer, 2006), and perceive individuals from out-groups as less
trustworthy, honest, and cooperative than members of their own group (Tajfel, 2003).
Studies based on social identity/categorization theory confirm the negative
effects of diversity on group process, finding decreased satisfaction with the group,
increased turnover, lowered levels of cohesiveness, reduced within-group
communication, and higher levels of conflict (Crocker & Major, 2003;). Group processes
are related to group performance, which in turn, should be related to firm performance
(Frink et al, 2003), Overall, social identity/ categorization theory tend to suggest that
gender diversity results in negative performance outcomes.
10

Another common theoretical foundation for studies of diversity rests on
the Similarity/Attraction Paradigm (Byrne, 2005). This paradigm argues that people are
more attracted to similar others. Birds of a feather flock together is a proverb that best
summarizes the similarity/attraction paradigm.
Members of the same demographic group enjoy easier communication, faster
development of rapport, and have a greater perceived likelihood that values and
opinions will be validated (Gedees & Konrad, 2003). If individuals can choose freely,
there is a strong tendency for them to select a person that is similar (William & OReilly,
2010).
The similarity/attraction paradigm supports the view that when group members
have similar attributes, stronger cohesiveness between them will result (Byrne, 2005).
Homogeneous groups lead to increased satisfaction and cooperation, and reduce
emotional conflicts (Williams & OReilly, 2010). By contrast, when similarity between
members is low; increased or intensified conflict may result, reducing individual
satisfaction, and increasing turnover and work pressure (Tsui & OReilly III, 2010). In
heterogamous groups, differences between members lead to decreased
communication, message distortion, and more errors in communication For example,
Alagna, Reddy, and Collins (2008) demonstrated that mixed-sex groups reported higher
levels of conflict and tension and less friendliness than same sex groups.
The distribution of demographic differences in groups and organizations affects
processes and performance (Pfeffer, 2003). Homogeneous teams are likely to be more
productive than heterogeneous teams because of the mutual attraction between team
members with similar characteristics (Horwitz, 2005). Thus, consistent with social
11

identity/categorization theory, the similarity/attraction paradigm argues that gender
diversity is associated with negative performance outcomes.
Value-in-diversity hypothesis. The value-in-diversity perspective tends to view
variation in demographic composition as a positive influence on work group processes
(Ancona & Caldwell, 2007). The value-in-diversity hypothesis argues that
heterogeneity positively impacts performance because of the unique cognitive
resources that members bring to team (Cox & Blake, 2008). Demographically diverse
individuals are expected to have a broader range of knowledge and experience than
homogeneous individuals; individuals in diverse groups may have greater access to
information networks outside their work group (William & OReilly, 2010). For this
perspective, diversity is valuable when it adds new information. Groups that are
composed of a variety of members can have a direct positive impact through the
increase in the skills, ability, information, and knowledge that diversity brings (Tziner &
Eden, 2003). Kanter (2004) found that the most innovative companies deliberately
established heterogeneous teams to capitalize on a multiplicity of views while avoiding
the pitfalls of groupthink. Therefore, diverse individuals with varying demographic
backgrounds add more dimensions to problem-solving and decision-making processes
while promoting creativity and innovation, hence generating more performance (Horwitz,
2005).
Clearly, this positive impact of diversity can be expected when the task can
benefit from multiple perspectives and diverse knowledge (William & OReilly, 2010).
Most researchers agree that diversity can provide a wider range of knowledge and skills
for problem-solving (eg., Ancona & Caldwell, 2007; Pelled, Eisenhardt, & Xin, 2004).
12

Therefore, value-in-diversity hypothesis suggests a positive relationship between
gender diversity and firm performance (Frink et al., 2003).

Conceptual Framework
As shown in figure 1, this study conceptualizes that gender sensitivity in a
company can influence the productivity of employees. The employees productivity can
be affected by the diversity of gender of their co-employees.





Figure 1. The Conceptual Framework Showing the Variables

Statement of the Problem
This study aims to determine the influence of gender sensitivity in terms of
employees productivity.
Specifically, it seeks to answer the following questions:
1. What is the distribution of employees according to:
a) Diverse Gender
b) Nondiverse Gender?
2. What is the level of production of employees in terms of:
a) Diverse Gender; and
b) Nondiverse Gender?
Company with Employees
Gender
Diverse or
Nondiverse



Productivity
13

3. What is the level of customer satisfaction in diverse and non-diverse
employees?
4. Is there a significant relationship between employees productivity and the
nature of beauty salon such as non-diverse and diverse employees?

Hypothesis
There is a significant relationship between gender sensitivity and the employees
productivity.

Significance of the Study
It is important to study this matter because it enables the organization and the
people inside the organization to analyze the capacities and strengths of their workforce
which may be helpful on considering the gender sensitivity of employees. The objective
of gender sensitivity is to communicate respect for differences.
This study will benefit the following:
To Students, it would be useful for them in the sense that it will provide them
awareness about the effects of gender sensitivity on being productive.
To Company, the result of this study would help give emphasis on the
importance of gender sensitivity which will eventually be contributory to the productivity
of the company.
To Employees, they will be more effective and more efficient with their jobs, and
they will be able to unfold more of their potentialities.
To Other researchers, this serves as a guide in conducting a similar research
study and a reference for further works.
14

Chapter 2
METHOD

This chapter details the research design, setting, participants, and the procedure
that was used in the study.

Research Design
This study employs the descriptive survey research design. As cited by Mark R.
Leary (2010), it is designed to describe the characteristics or behaviors of a particular
population in a systematic and accurate fashion. In this study, the design will be used
to find out how gender sensitivity can influence employees productivity at DInfinity
Salon and Spa and at 2Bebz Salon.

Setting
The researchers will conduct a survey at DInfinity Salon and Spa located at Door
108 Ground Floor Doa Segunda Building, C.M. Recto Street, Davao City and at 2Bebz
Salon inside Imperial Hotel Building, Claveria Street, Davao City.
The establishments above mentioned are just part of the growing salon business
in Davao City which people made themselves as regular customers due to providing
good quality services.

Participants
The people who are currently working on this proposal decided to conduct a
survey on the employees of the said parlor establishments to be able to determine how
15

does gender sensitivity influences the effectiveness and efficiency of an employee and
what does this gender sensitivity contribute to the company.
The researchers will randomly select from the two mentioned parlor
establishments, five (5) employees and ten (10) customers coming from each diverse
and non-diverse company.

Procedure
The following will be the steps in conducting the study:
1. The researchers will do a preliminary visit to DInfinity Salon and Spa and
at 2Bebz Salon to submit an approval letter to conduct a survey.
2. Upon approval, the researchers will organize an interview with the Human
Resource Officer in order to determine the numbers of respondents to the
survey and are qualified to answer the questions.
3. The copies of questions will be distributed personally to the respondents
by the researchers.
4. The survey sheets will be retrieved when the respondents have finished
answering the questionnaires.
5. Data collected will be analyzed and will be interpreted accordingly.






16

Chapter 3
RESULTS

This chapter discussed the ________. Herein, the data were presented,
analyzed and interpreted.



















17

Chapter 4
DISCUSSION

This chapter




















18

Chapter 5
CONCLUSIONS AND RECOMMENDATIONS

In this chapter, the researchers presented the conclusion of the study including
the recommendations.



















19

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Gender Sensitivity Among Employees Productivity
at DInfinity Salon and Spa and at 2Bebz
Salon, Davao City



















A Thesis Proposal
Presented to the Faculty of
Arts and Sciences Department








Mijares, Lythel Angelique S.
Cardao, Anne Murray C.
Jalalon, Elaissa Kaye S.
Digao, John Paul O.
Tenajeros, Lyndel L.
Tejada, Jenelyn M.
Juntilla, Trisha A.






April 2012

23

TABLE OF CONTENTS
Page
Chapter 1. INTRODUCTION
1.1 Introduction 1
1.2 Review of Related Literature 2
1.3 Theoretical Framework 8
1.4 Conceptual Framework 12
1.5 Statement of the Problem 12
1.6 Hypothesis 13
1.7 Significance of the Study 13

Chapter 2. METHOD
2.1 Research Design 14
2.2 Setting 14
2.3 Participants 14
2.4 Procedure 15

Chapter 3. RESULTS 16
Chapter 4. DISCUSSION
Chapter 5. CONCLUSIONS AND RECOMMENDATIONS




24

LIST OF TABLES
No. Title Page
1 The 16





















25

LIST OF FIGURE
No. Title Page
1 The Conceptual Framework of the Study 12