Throughout the 1970s, HBR explored the consequences of the Equal Employment Opportunity Act. One article, titled “How GE Measures Managers in Fair Employment,” by Theodore V. Purcell, described a successful initiative at General Electric to increase the proportion of women and racial minorities in managerial and professional roles.
Meanwhile, pay disparities were spurring gender discrimination lawsuits throughout the United States. For example, in 1983 women employees of the state of Washingtonwhen a federal court ruled that the state had paid workers less for jobs that were predominantly held by women, despite the jobs being equal in value to similar ones filled mostly by men.
Schwartz argued that companies should view high-performing mothers as valuable assets and should invest in training and retaining them. She urged companies to actively plan for and manage maternity leaves, offer job arrangements with more flexibility, and provide affordable childcare as part of their talent strategy. The New York Times labeled Schwartz’s proposal “
In some cases I feel men underestimate women and what women can do. The other part thinks that men just like to be in control.
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