CHAPTER I

THE PROBLEM

Introduction

The world’s increasing globalization requires more interaction among

people from diverse cultures, beliefs, and backgrounds than ever before.

People no longer live and work in an insular marketplace; they are now part of

a worldwide economy with competition coming from nearly every continent.

For this reason, profit and non-profit organizations need diversity to become

more creative and open to change. Maximizing and capitalizing on workplace

diversity has become an important issue for management today.

Inclusive growth, as defined by the Asian Development Bank (ADB),

means “raising the pace of growth and enlarging the size of the economy,

while leveling the playing field for investment and increasing productive

employment opportunities, as well as ensuring fair access to them. It allows

every section of the society to participate in and contribute to the growth

process equally, irrespective of their circumstances” (ADB 2011a, 4). ADB’s

inclusive growth strategy comprises three elements: sustained growth and

productive employment, social inclusion, and equal access to economic

opportunity and social safety nets (ADB 2011d). Thus, inclusive growth

requires an expansion of productive employment and decent work, and labor

markets must be rebalanced to ensure that women gain greater benefits from

employment opportunities.

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 Many international agencies and national governments recognize the

contribution of genderequitable employment to inclusive growth (ADB and ILO

2011; ILO 2009a; World Bank 2011b; World Bank 2012c; UNRISD 2010).

Gender-inclusive growth requires that productive employment and decent

work increases and that the gender gap declines across a range of

employment-related indicators. According to the International Labour

Organization (ILO), this means promoting gender equality in the labor market

toward achieving equality of opportunity and treatment, and equal

remuneration for work of equal value.

The International Monetary Fund argues that gender matters for

efficiency reasons, because of the “misallocation of women’s labor as a result

of discrimination, social norms, of lack of opportunity results in economic

losses” (IMF 2013, 52). The importance of productive employment, decent

work, and gender equality in the labor market is also reflected in the United

Nations Millennium Development Goals (MDGs). Target 1.B: Achieve full and

productive employment and decent work for all, including women and young

people, was added in 2008 to measure progress toward MDG 1: Eradicate

extreme poverty and hunger. Gender-specific education and employment

targets are included to measure MDG 3: Promote gender equality and

empower women. Key indicators for MDG 3 are the ratio of girls to boys in

primary, secondary, and tertiary education; the share of women in wage

employment in the nonagriculture sector; and the proportion of seats held by

women in the national parliament (UNDP 2008b).

Diversity and, in particular, gender diversity is currently the subject of

much public debate. It’s what some people might describe as a “hot” topic. It’s
2
timely, then, that we examine the topic in more detail, particularly as it relates

to workplaces. This study shows the employer and employees views on

gender diversity in the workplace particularly in Mindanao Civic Center Hotel

(MCC Hotel) for the year 2015-2016.

Theoretical and Conceptual Framework

Presently, diversity programs are not fulfilling the promises and targets

that they set out to accomplish. This is mostly because companies are

approaching diversity as a costly problem instead of a value adding solution.

This is not a good way to look at diversity.

Diversity should be looked at as a way to increase the points of view

within your organization. People from different backgrounds have different

views and can help your business in different ways. The key is to make

diversity a fundamental and holistic change for your business. It is something

that must be bought into from the top management to the lowest worker.

Usually, companies either expect people of different ethnicities or

gender to either blend in or do roles that they are specifically assigned to

because of their differences. This cheats both the worker and the company

out of certain perks of the work relationship. For the worker, it can pigeonhole

them in specific aspects of the business and restricts their ability to contribute.

The firm loses out on the prospective value that the employee could add given

the right opportunities.

Self-categorization theory is a social psychological theory that

describes the circumstances under which a person will perceive collections of

3
people (including themselves) as a group, as well as the consequences of

perceiving people in group terms. Although the theory is often introduced as

an explanation of psychological group formation (which was one of its early

goals), it is more accurately thought of as general analysis of the functioning

of categorization processes in social perception and interaction that speaks to

issues of individual identity as much as group phenomena. (McGarty, C.,

2001)

The research paradigm of this study was based on how diverse the

gender within the workforce in Mindanao Civic Center Hotel (MCC Hotel) for

the year 2015-2016. It also shows what are the perception of the respondents

on gender equality within the workforce and the role of gender diversity to the

production of the company. The figure below shows the research paradigm of

this study.

Figure 1. Conceptual Framework of the Stud

Gender Diversity within the workforce using gender

classfication namely: male, female, bisexual and
transgender

Perception on the workforce perceived by the

respondents

1. Gender equality within the workforce

2. Productivity of the company
3. Diversity of the gender in the workforce

Statement of the Problem

4
 This study focused on the gender diversity on workforce in Mindanao

Civic Center Hotel (MCC Hotel), Tubod, Lanaodel Norte for the year 2015-

2016. It also aims to answer the following questions:

1. How diverse the gender in the target hotel?

2. What are the perceptions of the respondents pertaining to gender

equality within the workforce?

3. What are the perceptions of the respondents pertaining to productivity

of the company?

Scope and Limitation of the Study

This study investigates how gender-diverse the workforce in Mindanao

Civic Center Hotel (MCC Hotel), Tubod, Lanaodel Norte for the year 2015-

2016. Fifteen respondents were used in data gathering for the interpretation of

data in this study. Other factors affecting the subject of this study were not

investigated including the cause and effect relationships of the phenomenon.

The control data of the respondents were not included in this study for it was

agreed confidential between the parties involved. Questionnaires were given

fairly to the respondents to maintain unbiased data.

Significance of the Study

This study would be beneficial to the following:

Workforce of MCC Hotel. This would help to know how gender diversity

affects the gender equality within the workforce of the company.

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 Hotel Management of MCC Hotel.This would give ideas on how to

improve fair competition within the workforce for the good production of the

company.

To Imminent Researchers.This would serve as a new reference on

conducting similar studies.

Definition of Terms

To further understand the terms used in the study, the following terms

were defined for the purpose of clarity of understanding the problem and

avoid confusing meaning, otherwise, to be interpreted in different ways:

 Equality - state of being equal: rights, treatment, quantity, or value

equal to all others in a specific group

 Gender diversity- differences on gender classification; Gender

diversity is when a company is represented by a more equal proportion

of men and women.

 Workforce- the workers employed on specific task

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 CHAPTER II

REVIEW OF RELATED LITERATURE

Gender equality is recognized as a human right. The Department for

International Development (DIFD) of the United Kingdom (2007, 2) notes that

“gender equality is not a complicated idea. It’s simple: women must have the

same rights as men and discrimination has to stop.” The World Bank, in its

flagship publication World Development Report 2012, has recognized that

“gender equality matters in its own right.”6 Thus, gender equality is viewed as

an independent development objective, as well as for instrumental reasons

contributing toward efficiency and growth—the idea of gender equality being

“smart economics” (World Bank 2011b, 3). That is, gender equality is a

pragmatic policy goal that enhances growth and development.

In the Philippines, the ratio of youth unemployment to adult

unemployment increased over the 2000s, indicative of an increasing

unemployment problem for youths, although youth employment rates typically

are higher than those for adults, and total unemployment rates and have been

rising across many countries (ILO 2011c, Table 10). There is also a gendered

dimension: This ratio has increased more for young women than for young

men, indicating that young women are having greater trouble than young men

finding work. Thus, although expanding the quantity of employment is

necessary, improvements in the quality of employment, measured in terms of

decent work and social protection, are vital.

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 While some progress toward gender equality in the labor market and

inclusive growth has been made in the Philippines, substantial challenges

remain. Most notably, despite economic and employment growth, gendered

employment indicators suggest that gender equality in the labor market

remains a goal rather than a realized objective. In the Philippines, the

employment gap between women and men is 26 percentage points. There is

little evidence of improvement given that the share of women in wage

employment in the nonagriculture sector rose only by 1 percentage point, from

40.9% to 41.8% from 2000 to 2011. Furthermore, women’s annual earnings

are only an estimated 60% of men’s annual earnings.

Analysis of gender inequality in the labor market must take account of

gendered constraints arising from informal and formal norms, beliefs,

regulations, and laws.15 For example, due to social norms, beliefs, and

values within family and kinship systems, women have more limited resources

in the form of assets, education, time, and social contacts. In addition,

women’s greater responsibility for unpaid domestic and care work affects their

ability to engage in paid work on the same terms as men.

Social norms and more formal regulations and laws also mean that

labor markets and the public sphere generally are not gender-neutral.

Specifically, gender stereotyping of jobs creates barriers to women’s entry,

resulting in occupational and horizontal segregation by sex; regulations

prohibit women from certain jobs; standards relating to childbearing and

rearing may create disincentives to hire women; and businesswomen are

constrained, relative to men, in terms of access to credit, networking, and

interaction with other businesses and government officials.

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 Finally, access to paid work does not necessarily result in women

having control over their earned income. Women’s control over their own

earnings is influenced by education, marital status, age, household

composition, debt, and social and cultural characteristics.

In the Philippines, women’s labor market participation is lower than

men’s due to inadequate employment and decent work opportunities,

domestic labor and care constraints, and social norms. Together, these

factors give rise to a gender gap in the labor force participation rate (LFPR).

Women’s LFPRs also depend on cultural expectations about women’s

mobility and the presence or absence of substitutes for women’s domestic

work. Women’s LFPR in the Philippines stands at 50%. Over the 2000s, the

gender gap in the LFPR declined, ending at 28.5 percentage points in 2012

(Figure 1). However, women’s LFPRs vary by age. Between 2000 and 2010,

there was an increase of 3 percentage points in the LFPRs of women in the

35–54 age group (Figure 2). For men, the LFPRs by age exhibit a more

pronounced inverted U-pattern; and, in contrast to women in the Philippines,

over the decade, men’s LFPRs declined in each age group

Time allocation data for many countries show a strong gendered

division of domestic labor, with women having primary responsibility for

household and care tasks and a higher total work burden (the sum of time

allocated to paid work and unpaid domestic and care work) (OECD 2012,

Figure 1.3). In the Philippines, women provide 84% of the total household

time allocated to child care (Tiefenthaler 1997). Domestic and care work can

constrain participation in paid work. For example, in the Philippines, 31% of

9
working-age women reported that they were not in the labor force in 2011

because of household or family duties, compared to only 3% of men who

reported this (DOLE Decent Work Statistics Online Database).

Employment rates, calculated as the number of employed people

divided by the number of people in the eligible population (15 years and

older), are lower for women than for men. In the Philippines, the employment

rate gender gap was 26.2 percentage points in 2012. This represents a slight

decline between 2000 and 2012. In addition, women are more likely to hold

lower quality employment or vulnerable employment (own-account work and

unpaid contributing family member), which typically offers fewer opportunities

for decent work and social protection. This has resulted in a vulnerable

employment gender gap. Own-account workers are less likely than wage

workers to contribute to pension plans and other social insurance programs,

and workplaces are less likely to be regulated by health and safety standards

or regulation on working conditions. Although some own-account workers may

be able to attain high productivity, high and stable incomes, voice through

networks, and ability to purchase social security, the majority of own-account

workers experience low productivity, low and unstable demand for their

products and services, and few opportunities for decent work (Chen, Vanek,

and Carr 2004). The agriculture sector and parts of the services sector are

particularly prone to vulnerable employment.

Economic growth typically is associated with structural change in

production, away from the primary sector (agriculture) and toward the

secondary sector (industry) and the tertiary sector (services). Structural

change is associated with shifts in employment among sectors, and the

10
increasing share of industry employment is generally associated with a rise in

formal employment, higher wages, and increased opportunities for decent

work, given the higher labor productivity of the industry sector. The industry

sector examined here accounts for only about 10% of women’s employment,

indicative of the challenges in promoting productive and decent work for

women. In the Philippines, from 2000 to 2011, there was a shift in women’s

employment out of both the agriculture and industry sectors and into services

(Figure 6). Specifically, among women, the share of total employment in

agriculture fell from 23.9% to 21.7%; the share of total employment in industry

fell from 13.3% to 10%; and the share in services rose from 62.8% to 68.3%.

Among men, the employment share in industry remained stable, at about 18%

over this period. The declining share of women’s employment in the industry

sector suggests a deteriorating environment for decent work for women.

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 CHAPTER III

METHODOLOGY

This chapter presents the procedures followed in the course of the

study. The components of methodology being discussed are namely: the

discussion on the research design and research methods covering the

research environment, research subjects, sampling techniques,

instrumentation, data gathering techniques, and statistical treatment.

Research Design

This study only focused on the gender equality in the workforce of the

of the target company. The research design used in this study was survey

research design which investigates the factual information of the gender

diversity in the workforce. The cause and effect relationship were not primarily

concerned in this study.

Research Environment

Tubod is the site of the Mindanao Civic Center which houses a hotel,

cafeteria, gym, swimming pool, oval, and other sports facilities. MCC is a 71-

hectare integrated complex with 5-hectare provincial trade center, 18-hectare

sports facilities with 48-hectares still open for the proposed 18-hole golf

course, Picnic Park and sports academy. MCC was the first sports hub of the

First Mindanao Friendship Games. The main stadium has a seating capacity

of around 12,000. And also, MCC is the site of several motor cross events in

12
the country, giving the distinction of Tubod and the whole province as the

"Motor cross Capital of the Philippines".

The MCC Hotel has an excellent wooden furniture and flooring. It had a

king-sized bed, a desk beneath the LED TV, a little study table by the window

overlooking gardens, a huge cabinet, and a spacious bath and toilet. Internet

connection was strong in room. The gardens and the "gazebo" are well-

maintained as well as the big swimming pool.

Figure 2. Location Map

Research Subjects/Respondents

The research respondents of this study will be the employer and

employees of Mindanao Civic Center Hotel. Fifteen respondents were used in

this study.

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 CLASSIFICATION OF GENDER NO. OF RESPONDENTS

Male 5

Female 9

Bisexual 1

Transgender 0

Total 15

Sampling Techniques

Simple Random Sampling was used in this study. The employer and

employees were chosen randomly with equal, non-zero chance of being

selected from the population.

Instrumentation

An informed consent was used before conducting a survey. The

questionnaires were used as data sheets in this study for the gathering of

data. Verbal communication would serve as pre-test to set the objectives of

this study to the employer and employees in the target company.

Data Gathering Techniques

Preparation of Survey Interview. An informed consent was given to the

hotel management of Mindanao Civic Center Hotel (MCC Hotel), Tubod,

Lanaodel Norte before conducting the survey. After the approval of the said

consent, the researchers visited the site to conduct a pre-test interview before

the main interview.

14
 Data Gathering. The questionnaires were given to the employer and

employees for data gathering. This would serve as the basis of the results of

this study. After a day of interview, the data sheets were collected for the

interpretation of data. The interview would remain confidential between the

interviewee and the interviewer to protect the reputation of each party.

Statistical Treatment

The following statistical tool was used to interpret the data:

A. Mean. This was used to get the average of the gender diversity within

the workforce. Specifically, it was used to answer the questions from

the statement of the problem.

B. Percentage –to know the percentage of the diversity of gender in the

workforce

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 CHAPTER IV

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

The Table 1 shows the percentage of the respondents according to the

classification of gender. Table 2 and 3 presents the mean rating of the

respondents’ perception pertaining to gender equality and gender diversity on

the productivity of the hotel company.

Problem: 1. How diverse the gender in the target hotel?

Table 1.Percentage of the Respondents According to Gender Classification

CLASSIFICATION OF NO. OF %

GENDER RESPONDENTS

Male 5 33.33%

Female 9 60%

Bisexual 1 6.67%

Transgender 0 0%

Total 15 100%

Gender diversity is when a company is represented by a more equal

proportion of men and women. More companies are realizing the value of

having a diverse workforce. Diversity adds value to a company's bottom line

due to the different viewpoints and backgrounds of diverse individuals.

16
 In the modern era, gender diversity holds more importance than simply

promoting and mentoring female employees. Gender diversity also means the

inclusion of transgender or nonsexed employees in addition to the normal

cisgender roles of female and male. By promoting and employing without

respect to gender, a workplace earns not only professional acclaim but

employee and customer loyalty. "Fortune Magazine" and CNN make a yearly

list of these diverse and inclusive companies. In turn, these corporate

examples often garner positive notice from consumers and attract a larger

group of eager job applicants (Gigi Starr, 2016).

The table above shows the average of the respondents according to

gender classification namely: male, female, bisexual, and transgender. The

results show how gender diverse is the workforce of the target company.

These were 33.33% of male, 60% of female, 6.67% of bisexual and 0% of

transgender. Thus, the number of female was the largest among them to be

followed by male, then the bisexual and the transgender. The researchers

could not tell if there is a significant difference on the relationship between the

gender diversity since the other factors affecting the relationships were not

investigated. It only shows how gender diverse is the workforce in Mindanao

Civic Center as of 2015-2016.

Problem: What are the perceptions of the respondents pertaining to

gender equality within the workforce?

Gender equality is achieved when people are able to access and enjoy

the same rewards, resources and opportunities regardless of whether they

are a woman or a man (Commonwealth Government of Australia, 2013)

17
 Achieving gender equality is important for workplaces not only because

it is ‘fair’ and ‘the right thing to do’, it is also vitally important to the bottom line

of a business and the productivity of our nation.

Table 2. Mean of the Perceptions of the Respondents Pertaining to Gender

Equalities within the Workforce

GENDER EQUALITIES MEAN Remarks

1. There is an equal chance of interaction to co-worker. 4.47 Agreed

2. There is an equal chance of working with the same 4.13 Agreed

tasks with co-workers.

3. Make the tasks be done immediately with gender- 4.53 Strongly

diverse co-workers. Disagreed

4. Make the work more effective with the gender-diverse 4.40 Agreed

co-workers.

5. Evaluated equally with co-workers. 4.00 Agreed

6. Given fair compensation. 4.13 Agreed

7. Given equal chance of promotion. 4.27 Agreed

Likert Scale:

5- Strongly Agreed

4- Agreed

3- Uncertain

2- Disagreed

1- Strongly Disagreed

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 The table 2 above shows the mean of the perceptions of the

respondents pertaining to gender equality within the workforce perceived by

the respondents considering the gender diversity of the workforce. Using the

Likert Scale shown in the table, the mean of 4.53 shows that the tasks would

be done immediately with gender-diverse co-workers were strongly agreed by

the respondents. The results also show that the respondents “agreed” on

equal chance of interaction to co-workers, fair compensation and promotion,

evaluated equally, and with equal chance of working with the same tasks with

co-workers. Thus, it made the work more effective with gender-diverse co-

workers. The mean also shows how gender-diverse effect on gender equality.

Thus, the mean resulted to positive perception of the employees to gender

equality considering the gender diversity within the workforce.

Problem: What are the perceptions of the respondents pertaining to

productivity of the company?

Table 3. The Mean of the Perception of the Respondents on the Role of

Gender Diversity to the Productivity of the Company

GENDER DIVERSITY ON PRODUCTIVITY MEAN Remarks

1. Poor attraction to tourist productivity. 2.06 Disagreed

2. Poor competitive compensation. 1.66 Disagreed

3. Less Job Turnover. 4.33 Agreed

4. Lesser Profitability. 1.00 Strongly

Disagreed

5. Poor Hospitality. 1.20 Strongly

Disagreed

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6. Poor training skills to work in the environment. 1.33 Strongly

Disagreed

7. Has positive on the organizational performance. 3.93 Agreed

Likert Scale:

5- Strongly Agreed

4- Agreed

3- Uncertain

2- Disagreed

1- Strongly Disagreed

Gender diversity is vital to any workplace. Not just because it's a

laudable goal; it simply makes bottom-line business sense.While it may make

some employees unhappy, increasing gender diversity in the workplace helps

make businesses more productive, according to a study recently published in

the Journal of Economics and Management Strategy.

Ellison (2014) said the results could be attributed to the fact that

greater social diversity implies acme from the greater spread range of

experience that comes from greater social diversity. This, which could add to

the collective knowledge of a group of office workers and make the unit

perform more effectively.

The table 3 presents the mean of the perception of the respondents on

the role of gender diversity to the productivity of the company. Using the Likert

Scale shown in the table, the interpretation of the mean shows that on lesser

profitability (1.00), poor hospitality (1.20) and poor training skills to work in the

20
environment (1.33) were strongly disagreed by the respondents and

disagreed on poor attraction to tourist productivity (2.06) and poor competitive

compensation (1.66). Thus, it shows that the respondents’ perception

pertaining to gender diversity on the productivity of the company resulted to

positive disposition of the company. The mean of 4.33 in less job turnover and

3.93 on positive impact on organization performance were interpreted as

agreed by the respondents. With this, the gender diversity within the

workforce has a positive effect on the productivity of the company.

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 CHAPTER V

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Summary of Findings

This study investigates the employer and employees views about

gender diversity and equality in the workforce particularly in Mindanao Civic

Center, Tubod, Lanaodel Norte for the year 2015-2016. This study specifically

aims to answer the following questions: How diverse the gender in the target

hotel?, What are the perceptions of the respondents pertaining to gender

equality within the workforce?, and What are the perceptions of the

respondents pertaining to productivity of the company?

Fifteen respondents were used in data gathering for the interpretation

of data in this study. Other factors affecting the subject of this study were not

investigated including the cause and effect relationships of the phenomenon.

The control data of the respondents were not included in this study for it was

agreed confidential between the parties involved. Questionnaires were given

fairly to the respondents to maintain unbiased data.

The results shows that there were 33.33% of male, 60% of female,

6.67% of bisexual and 0% of transgender. Thus, the number of female was

the largest among them to be followed by male, then the bisexual and the

transgender. The table 2 shows the respondents strongly agreed (mean of

4.53) that the tasks would be done immediately with gender-diverse co-

workers. The results also show that the respondents “agreed” on equal

22
chance of interaction to co-workers, fair compensation and promotion,

evaluated equally, and with equal chance of working with the same tasks with

co-workers. The mean also shows how gender-diverse effect on gender

equality. Thus, the mean resulted to positive perception of the employees to

gender equality considering the gender diversity within the workforce. The

table 3 presents the mean of the perception of the respondents on the role of

gender diversity to the productivity of the company. The result shows that the

respondents strongly disagreed on “lesser profitability (1.00), poor hospitality

(1.20) and poor training skills to work in the environment (1.33)”, and

disagreed on “poor attraction to tourist productivity (2.06) and poor

competitive compensation (1.66)”. Thus, it shows that the respondents’

perception pertaining to gender diversity on the productivity of the company

resulted to positive disposition of the company. The mean of 4.33 in less job

turnover and 3.93 on positive impact on organization performance were

interpreted as agreed by the respondents. With this, the gender diversity

within the workforce has a positive effect on the productivity of the company.

Conclusions

Workplace diversity brings a positive mix of viewpoints, opinions and

life experiences into a work environment. The results of the study come into

formulation of its conclusions. The following were the conclusions derived by

the researchers:

 A diverse workforce is a reflection of a changing world and

marketplace. Diverse work teams bring high value to organizations.

Respecting individual differences will benefit the workplace by creating

23
 a competitive edge and increasing work productivity. Diversity

management benefits associates by creating a fair and safe

environment where everyone has access to opportunities and

challenges. Management tools in a diverse workforce should be used

to educate everyone about diversity and its issues, including laws and

regulations.

 The number of female was the largest among them to be followed by

male, then the bisexual and the transgender.

 There is a positive perception of the employees to gender equality

considering the gender diversity within the workforce.

 The gender diversity within the workforce has a positive effect on the

productivity of the company.

Recommendation

The following were the recommendations of the researchers:

Hotel Management of MCC Hotel

Diversify performance models. Another way companies can make

diversity programs more inclusive is by evolving performance and leadership

models so they are more gender neutral (that is, so they offset the negative

impact of maternity leave and work flexibility on career tracks). They can also

use evaluation criteria that value a wide range of leadership habits and

techniques.

If managers recognize that misunderstandings between women and

men at work are often based on female and male brain differences with

24
resulting displays of gender-specific behaviors, then they have the chance to

practice a new set of behaviors. These new behaviors provide them with a

more flexible repertoire of responses to stressful work situations.

Imminent Researchers

There must be further study on the factors that influence the gender

diversity within the workforce to its equality implementation and productivity at

work.

25