Introduction precisely in workforce. The amount of female

Introduction

There is
a long road ahead of south Korea to correct the methods of females getting
opportunities in leadership positions and workforce. Agreeing to the 2014 global gender gap report by the World Economic Forum, in parliament, there is
tremendous gap between males and females in south Korea and precisely in
workforce. The amount of female politicians in south Korea. This explains to an
ordinary 16.3 per cent of the whole parliament.in the economic division, only
one per cent of companies’ executives are occupied by women. south Korea had a
37.4 percent gender wage gap, which was the greatest gap between OECD countries
in 2014. Additionally, south
Korea positions 125th out of 142 countries the group of equal pay
for comparable work. 120 years ago, the Confucianism concept,
Nam-Jon-Yeo-Bi (which translates to ‘man is higher than woman’ in English.

 

Gender inequality is an evolving issue in most
countries with the majority being affected at work. Lack of confidence of women
features unequal opportunities for their career progression. Most countries
have not closed the economic gender gap fully, with at least Barbados, Bahamas,
and Burundi topping the list of those which have closed gender inequality by
about 90%. As a result, the labor force participation globally, for both men
and women, is declining. However, it is extremely fallen for females. Within
the public sector, only a small number of them are considered for senior
positions, indicating underrepresentation and suggesting that growth in
prosperity is unequal. Scholars have represented different approaches and
formulated recommendations that stimulate gender balance in workplaces as
discussed in the proceeding sections.

 

Business case approach versus individual
approach

Businesses
emphasize the fitness between equality goals and business goals, while
individual approach involves creating awareness on management diversity. In the
latter, advocates of quotas fight against negative attitude from the society,
wherein women are considered unqualified for high positions. However, quotas are
believed to be not based on superior abilities but rather on their wealth or
birth, thus making individual approach ineffective and unaccepted by the public
(public acceptance). A business case addresses criticality of gender diversity
in management, which gives equal opportunity in career progression. Further,
the application of business cases closes the loopholes of insistent
stereotypical views of gender roles within the workplace.

In addition, it stresses the
significance of equal opportunities in the maintenance and motivation of valued
skilled and qualified employees, also involving thinking imaginatively about
different restrictions facing women in formal career progression and providing
more employee-friendly terms and conditions. Due to the effectiveness approved
to business cases (rather than individual approaches), career opportunity
inequalities are avoidable. Therefore, the business case approach is recommendable
in ensuring that both men and women get equal chances in career progression.

Women fix approach versus the role of men
in gender role promotion approach

Women fixing involves the establishment
of confidence, training networking, mentoring, and self-branding to introduce
equality in career progression. The approach puts importance on the need for rearrangement
of the system to work for everyone by making discussions of how gender equality
looks like. Men’s promotional role in gender equality in the workplace, on the
other hand, involves senior males in work arrangements supporting gender
equality. The approach requires men to invest into job reforming and workplace improvement,
which features significant advantages in career progression (European Union,
2012). The approach was expressed under the structure that popular organizations
are dominated by men in many countries, particularly workplaces.

Under the public view (public acceptance),
this approach is believed to be an ingredient to feminism, which is an
unacceptable trait in the modern society. Despite this belief, women fix
approach is recommended compared to the role of men in the gender equality
promotion approach since most men in senior positions fail to support women
election into senior management levels. Indeed, men believe that giving support
to women towards career progression creates pride of the latter gender, thereby
affecting their performance. Equally, most women in managerial levels have
shown effective leadership features and capability to hold their positions with
ultimate respect. Therefore, applying women fix approach ensures gender
equality in decision-making and career progression.

Equal pay versus equal chances to roles
approach

The European Union agreements include
strategies towards equal pay for work that is of equal value. Equal pay
approach addresses workers of gender pay gap beyond the question of equal pay
for equal work. Such causes include gender equalities in qualified development
and educational achievement, which suggests that special attention should be
paid at the change between the labor market and education (European Union,
2012). In addition, discrimination in the labor market leads to gaps in pay as
men and women tend to work in different sectors. A solution to the above
differences involves the application of the equal chance approach, which
requires that both genders be given equal opportunity in career progression.
Roles should be awarded based on the qualifications and eligibility rather than
on gender. Furthermore, the approach involves work-life balance policies, and
the application of an equal chance system is effective towards avoiding unequal
pay for men and women and unfair sharing of responsibilities. The majority of the
societies have a negative attitude towards equal pay for both men and women.
Individuals that are against fairness in payment argue that this approach
creates feminism, where the result is reduced support from men. However, the
equal chance approach is quite effective towards gender balance within an
organization in south Korea. This approach will extremely help increase the pay
gap in south Korea.

Equity in decision-making approach versus gender
equality in external actions approach

Most European Union member states
face the challenge of female discrimination in many decision making processes
and positions. Equity therein tries to create balance in the equality of
decision making. The approach fixes the lower proportion of women compared to
that of men on all levels of decision making and management. The European Union
supports the approach of gender equality in external actions approach,
especially in third-world countries, where the equality is unrealized (European
Union, 2012). The union has authorized appropriate strategies under external
action, which are significant in motivating women empowerment and gender
equality. The control of equity in decision-making is that the society is still
stubborn to the fact that women have the ability to make actual and effective
decisions. However, through the effectiveness of the millennium development
goals, the European Union seeks to place women at the same level as men in
equal decision-making processes. As a result, both male and female enjoy
workplace satisfaction and career progression. Which will increase the participation
of women in workforce for south Korea.

 

Cross-cutting issues approach versus
Horizontal issues approach

Cross-cutting
involves turning a spotlight to gender inequality in institutions and
workplace. The European Union, through European Institute for Gender Equality
(EIGE), has issued a revised edition of the index on gender equality. (EIGE) is one of the solutions
to reduce the gender gap in south Korea, EIGE is
a tool that measures and compares equality in organizations and at workplace
within a country (European Union, 2015). additionally, the horizontal issues
approach addresses legislation and gender roles in workplaces in an effort to encourage
career progression. According to the Economist
(2017), Further, the approach establishes laws against female discrimination at
the workplace. On the other hand, a cross-cutting approach simplifies and
modernizes tasks to agree to general change. As a result, the approach is mindful
of social barriers and provides a legal structure for monitoring, evaluating, and
requiring equality in the workplace.

 

Conclusion

There exist gaps in gender
equality at the workplace that lead to unequal career progression
opportunities. Some of the interventions applied by organizations support
career progression for both genders, while others oppose them. The society also
raises the challenge by placing barriers that reduce such equality. South Korea
have to apply approaches that promote professional progression for both men and
women in workplace and that would definitely be effective and as a result some
of the top countries in the world such as Iceland for gender equality used
these approaches and successfully reduced the gender gap and made it to the top.
Finally, existing gaps in workplace payments represent unequal gender
opportunities at the workplace. Lastly, success toward equality lies in the
organization’s capacity to address any gender inequalities. This report has
compared approaches which will successfully reduce the gender inequality issue
in south Korea.