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At present, the problem of diversity remains sharp and alarming, especially when it comes to gender diversity. Consequently, it is vital to make diversity management corresponding to the needs of employees. Females have been underrepresented in mining area despite the improvements that prove the necessity of women in the industry. For example, mining business in Australia presupposes gender discrimination as most work positions are available only for men. As to women, they fill only 18% of work places. It means that the industry demands changes in the HRM function to generate value from employee diversity. Moreover, the management of Australian mining business should understand that gender diversity will bring a number of benefits. Consequently, current essay provides an explanation of the peculiarities of gender diversity, role of women in Australian mining industry and the value of HRM function improvement.
Gender diversity in the workplace is typical for all areas as women still face the problem of gender discrimination. However, the implementation of diversity organizational policies can change the situation in Australia for better. One can feel the lack of women in the mining industry due to the stereotypical perception of women as weak and less competent individuals. In addition, gender diversity in the Australian mining area can increase the understanding and awareness of both genders improving their expressions and identities. Moreover, gender diversity can increase societal awareness, build strong community and provide family support (Armstrong & Taylor 2014).
The positive tendencies in gender diversity in Australia are related to globalization that grows feminization within the working environment. However, mining area remains male-dominant. Women deal with more challenges when it comes to employment. Nevertheless, there is a necessity of females’ presence in the mining area as the Australian mining industry experiences the level of growth in jobs and shortage of critical skills. Consequently, it must involve women to reinforce the aspect of gender diversity. The area should provide an opportunity for women to increase their desire to work there as females see the mining area as a difficult and challenging one. One should not associate mining industry jobs with underground labour as there are many vacations related to intellectual work. However, there are many women who want to be as important as men are and be involved in such masculine tasks as driving a truck and drilling. Gender diversity is a part of organizational policy. Some companies accept it, while others reject it. As a result, gender diversity should coincide with such HRM functions as recruitment and retention (Barrick & Zimmerman 2009).
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Gender diversity is necessary for mining industry as it increases the importance and value of both genders. For example, men can do physical work, while women can perform easier duties. Without a doubt, females are more demanding as they need flexible work packages, comfortable working conditions, extended maternity leave and parent-friendly work rosters. The emerged challenges for women are related to living away from home, long work hours, shift work. Consequently, they need flexible work packages and income advantages should replace any challenges. Moreover, gender diversity refers to demographic dimension. As a result, it is important to refer here to age as well as ethnicity differences (Berman, Bowman, West & Wart 2010).
One should mention that gender diversity will be beneficial for mining area. However, one should take into consideration the needs and demands of both genders. The organizations should support diversity as a part of their diversity management and HRM. Not without reason gender diversity is supposed to be a corporate performance driver as the equality, lack of discrimination and fair treatment provide the harmony in the workplace. Moreover, men’s physical force and women’s ambitions can benefit mining industry. Men have lower ambitions. Consequently, women can drive them to success and create a healthy competition.
The Implications of Gender Diversity for the Performance of HRM Function
Recruitment is one of the key HRM functions that is based on gender diversity. Consequently, it is important to make the recruitment process equal, fair and available to both genders. The implications of gender diversity for the performance of recruitment refer to knowledge, skills and experience but not to male and female characteristics. There are skilled and unskilled mining jobs for women. As a result, the recruitment process should presuppose such peculiarities. Moreover, one should provide training and learning as a part of recruitment process (Beebe, Mottet & Roach 2013). Furthermore, diversity enlargement in recruitment process will increase participation and representation of females in mining area. Moreover, diversity enlargement is a way to the reduction of workforce homogeneity and increase of workforce diversity (Chen & Huang 2009).
Improvement of Human Resource Management can help manage the diversity within the organization. First, the HR issues should be solved by HRM. Second, one should implement new HR practices. Third, recruitment and selection should be based on gender diversity (Klarsfeld 2010).
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The performance of recruitment in Australian mining companies should be based on the gender diversity. Secondly, it is crucial to underline the differences in the opportunities to make the process of recruitment fair. However, the access to such opportunities should be equal for both genders. For example, division of mining jobs into skilled and unskilled is the best way of underlying the work opportunities. Consequently, Australian mining companies can provide hard-hat roles, trade-based roles, IT-roles, business roles and scientific roles. All the roles are skilled and can reveal the value of women for mining area. Data entry, field work, cleaning, catering and office administration are unskilled mining jobs for women. However, it is evident that women can perform them better. The problem is that women are underrepresented in on-site and management occupations. As a result, mining companies should divide the same jobs equally between males and females.
The implications of gender diversity for the performance of recruitment are the following: (1) making economic and moral sense and (2) driving economic growth. It means that gender diversity can increase the organizational performance and productivity (Findler, Wind & Barak 2007). Moreover, it will prove the positive image and reputation of the mining companies. Recruitment of diverse genders will bring value to the society expanding the workforce and accessing new talent pools. Moreover, recruitment of diverse genders is the way to accommodation of expected changes in population, providing more equal opportunities and reinforcing social justice and human rights. However, the recruitment as HRM function can fail if mining companies support direct, indirect and systematic discrimination. Unfair treatment of both genders cannot be justified.
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The Implications for Value Creation
Australian mining companies should find the implications for value creation as well. First of all, they should be socially responsible for any kind of discrimination, unequal treatment or insults. Social responsibility provides more loyalty and trust from customers and competitors. It is crucial to recruit the applicants of both genders according to qualifications and experience rather than genders. It is evident that the process of value creation is long and presupposes the analysis of all HRM functions. Consequently, the outcomes of value creation are the following: (1) increasing innovation and productivity, (2) expanding the skilled labour pool, (3) involvement of females in management and leadership activities (Pinto & Pinto 2011).
The value creation depends on the quality, experience and competency of workforce. As a result, mining industry should create its value with the help of gender diversity promotion as limitations in employee staff leads to limitation in the organizational opportunities. The inclusive diversity direction in the selection and recruitment operations is necessary to create a positive employer’s image (Stone 2013). Furthermore, such approach will ensure increasing of costs and lower turnover. As a result, females, as well as males, prefer staying with a reliable Australian mining company rather than searching for uncertain position.
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Consequently, the value proposition for increasing workforce diversity should presuppose providing innovation and creativity, implementation of heterogeneity, creating competitive advantage and overcoming bias. HR approaches should benefit the diverse employees and suggest more options for meeting HR needs. The participation of both genders can overcome the direct discrimination that is based on specific characteristics. Moreover, gender diversity provides more equal opportunities to participate in social, economic and personal benefits. Practicing diversity strategies is a way of adaptation to the current business emerging trends in mining industry. Moreover, they help remain beyond competition within the economic market globally (Werner & DeSimone 2012). Furthermore, the organizational culture is the implication for value creation of gender diversity in the company. It is evident that the competence of employees determines the level of organization and its success. Brown (2012) wrote: ‘Employees are able to generate new ideas, grow the external client base, and ultimately give the management a new perspective on the world’. Consequently, mining companies should take into consideration not only customer perspective but the employees’ ones as well. Additionally, they should practise male, as well as female, leadership to create equal terms for men and women (Tyler 2013).
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The Performance and Adaptation of HRM Function
To generate value from employee diversity, one should perform and adapt recruitment function differently. First of all, mining companies should bring similarities and differences in recruitment and selection process and employees will bring changes necessary for further development. One should forecast demographic changes and plan recruitment and selection processes in advance (Harzing & Pinnington 2010). Moreover, it is necessary to project workforce needs and satisfy them with the help of compensation package. The analysis of projected workforce needs should be done for the next 5 years taking into consideration the demographic changes and organizational goals of mining industry.
The hiring strategies should rely upon the anti-discriminatory practices and combination of methods. Diversity management should promote the legislative ways of recruitment and employment to save the positive organizational reputation. Recruitment and selection strategies should be realized according to Employment Relation Act 2004, Equal Pay Acts 1970 and 1983, Disability Discrimination Act 1995 and Data Protection Act 1998. All such legal regulations prevent the discrimination and unequal treatment (Gibb 2011). Finally, the company should provide the ethical implications for good employees. One cannot replace the experienced employees with the new ones (Kurup, V & Rosenbaum 2010).
In conclusion, one should say that gender diversity is one of the most crucial aspects of diversity management in Australian mining industry. Gender diversity is valuable because it increases organizational productivity and performance and reinforces organizational culture. As to the role of women in Australian mining industry, it is considered to be valuable as women can perform the same work as men. The key challenge is that women suffer from the unequal treatment. The outcomes of value creation will be the following: increasing innovation and productivity, expanding the skilled labour pool, involvement of females in management and leadership activities. The implications of gender diversity for the performance of recruitment are the following: making economic and moral sense and boosting economic growth.
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