ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 11: Research Project

Submission date September 1, 2020 Date Received 1st submission September 1, 2020

Re-submission Date Date Received 2nd submission

Student Name Pham Bich Nguyet Student ID GBD18415

Class GBD0701 Assessor name Pham Uyen Phuong Thao

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 The effects of Gender Discrimination
August 30, 2020
on Employee's Performance

Assessor: Pham Uyen Phuong Thao

Pham Bich Nguyet 1

UNIVERSITY OF GREENWICH VIETNAM
Abstract

This research paper examines the gender discrimination and its impact on the employees’ performance.
Three factors of gender discrimination are included that is discrimination in recruitment and selection,
payment, promotion, and sexual harassment. Those factors come from 3 main causes which are social
stereotypes, company culture, and gender characteristics. Data were collected from 200 employees of
Thanh Vinh Group. Descriptive statistics, Cronbach's Alpha, and Exploratory Factor Analysis were used
by SPSS to analyze the data. The results show that there is a significant impact on the performance of
employees; gender discrimination is normal in the organization. Moreover, this study also suggested
solutions to deal with this problem and provide a better opportunity and a working environment for
each employee.

Acknowledgements

First and foremost, I would like to thank of my teams. We have been worked together for over a month on the
project. The contributions of all members of the team helped the project to be carried out successfully. Most
people are not procrastinated and have taken it seriously when conducted. Although COVID 19 made the
working in a group difficult for us to meet face-to-face for discussion, the effort overcame these difficulties.

I would also like to thank Pham Uyen Phuong Thao for her mentorship and support. Mrs. Thao taught me how
to propose suitable questionnaires and how to use SPSS to analyze this project. Mrs. Thao is an excellent
scholar and mentor, and I shall always be indebted to her for the willingness to guide me through this process.

List of Figures

Figure 1: Schematic Diagram for Gender discrimination & Employee Productivity Model (Petersen &
Thea, 2006)...................................................................................................................................................................................... 10
Figure 2: Male' s wage bargaining power is more acceptable than female...........................................................14
Figure 3: Male is more likely to be proposed for promotions more than female................................................15
Figure 4: In order to be promoted, female often has to accept acts of sexual harassment by their
superiors........................................................................................................................................................................................... 16
List of Tables

Table 1: Proposing Research Model...................................................................................................................................... 12

Table 2: The company tends to recruit male more than female................................................................................14

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Table 3: Cronbach's Alpha of Social Stereotypes factor (1)......................................................................................... 18
Table 4: Cronbach's Alpha of Social Stereotypes (2)...................................................................................................... 18
Table 5: Cronbach's Alpha of Company Culture factor.................................................................................................. 19
Table 6: Cronbach's Alpha of Gender Characteristics factor....................................................................................... 20
Table 7: KMO and Bartlett's Test............................................................................................................................................ 21

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Table of Contents
Introduction....................................................................................................................................................................................... 5
1.1 Background....................................................................................................................................................................... 5
1.2 Objective............................................................................................................................................................................ 6
1.3 Research question.......................................................................................................................................................... 6
1.4 Research approach and methodologies................................................................................................................ 6
1.5 Structure............................................................................................................................................................................ 7
1. Literature overview............................................................................................................................................................... 8
2.1 Conception........................................................................................................................................................................ 8
Gender discrimination.......................................................................................................................................................... 8
Employee performance........................................................................................................................................................ 8
2.2 Theoretical framework................................................................................................................................................ 9
Factors contributing to discrimination in workplace.............................................................................................. 9
Dimensions of gender discrimination.......................................................................................................................... 10
2.3 Research model............................................................................................................................................................ 11
2. Methodology and Database.............................................................................................................................................. 12
3.1 Data collection.............................................................................................................................................................. 12
3.2 Quantitative Methods................................................................................................................................................. 12
3.3 Proposing Hypotheses............................................................................................................................................... 12
3. Analysis Results.................................................................................................................................................................... 13
4.1 Descriptive Statistics.................................................................................................................................................. 13
Recruitment and Selection................................................................................................................................................ 13
Payment.................................................................................................................................................................................... 14
Promotion................................................................................................................................................................................ 15
Sexual harassment............................................................................................................................................................... 16
4.2 Factor Analysis............................................................................................................................................................. 17
Cronbach’s Alpha analysis..................................................................................................................................................... 17
Social Stereotypes................................................................................................................................................................ 17
Company Culture.................................................................................................................................................................. 18
Gender Characteristics....................................................................................................................................................... 19
Exploratory Factor Analysis................................................................................................................................................. 20
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4. Conclusions............................................................................................................................................................................. 23
References........................................................................................................................................................................................ 24
Appendices....................................................................................................................................................................................... 26

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Introduction
1.1 Background
In many parts of the world, gender discrimination is recognized as a serious problem facing workers in
their workplaces. There are remains rife, with many young women experiencing sexual harassment, job
insecurity, and low pay compared with male peers. According to Young Women’s Trust Annual Survey
(2018), 15% of young women (some 800,000 young women), have been sexually harassed at work and
not reported it – double the number of women who have experienced it and reported it (8%). One in
five young women (19 percent, or more than a million) say they are illegally paid less than their male
colleagues for the same or similar work, rising to one in four (25 percent) for those aged 25-30.
Furthermore, the impact of gender discrimination is highlighted by the half of young women who say
that their work has had a negative impact on their mental health (52% women, 42% men). These
statistics highlight that gender discrimination is a global problem.

In Vietnam, the Asian Development Bank (2015) and the Organization for Economic Co-operation and
Development (2017) reported that Vietnam has a very high score in labor force participation among
women that outperformed ASEAN countries, as well as Western ones. Despite the impression of the
female participation rate in Vietnam, there is visible gender disparity regarding overall labor force
participation within different industries. It is more common for men to take up managerial and
supervisory jobs in formal sectors such as IT, engineering, architecture, and politics[CITATION The18 \l
1033 ]. Although the legal prohibit on the indication of gender preference in recruitment
advertisements, companies still engage in unfair hiring practices. Even within the government,
parliamentarian and ministerial roles are typically filled by men[CITATION Ger1 \l 1033 ].

In addition, in the labor market, specifically in terms of recruitment, wages, promotion opportunities,
and sexual harassment[ CITATION Kru17 \l 1033 ]. An organization with high levels of discrimination
has bored employees, high levels of anxieties, and less productive. It is apparent that employees who
feel worth in the workplace are satisfied with their jobs and feel part of the organization.

In recent years, the Vietnamese government has made reforms to drive progress towards better
recruitment and working environment for women. Despite some improvements, Vietnamese women
still have a number of hurdles to overcome such as these gender stereotypes and biases related to

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traditional female roles as homemakers and mothers[CITATION Ins15 \l 1033 ]. Vietnam continues to
remain an attractive destination for investment and the inclusion of women will further help it propel
into a leading economy.

1.2 Objective
The purpose of this study is to measure the height of Gender Discrimination and its behaviors which
affect employee's performance in Thanh Vinh Group. The report seeks to find out the causes of gender
discrimination in the workplace; to sight gender discrimination in variables recruitment and selection,
payment, promotion, and sexual harassment and how gender discrimination in these variables impacts
employee performance. It also provides solutions that should be taken to reduce this problem.

Ultimately its goal is to contribute to changing the biased perception, advance diversity in Thanh Vinh
Group particularly and in the organizations in Vietnam generally, thus helping increase the
representation of each individual in the workplace environment simultaneously, empower employee
productivity.

1.3 Research question

In such context, three important questions need to be addressed:
1. What causes of gender discrimination in workplace?
2. Which behaviors of gender discrimination in workplace affect employee performance?
3. What solutions should be taken to reduce gender discrimination?

1.4 Research approach and methodologies

This is an empirical study and sample size 200 been taken from its population which is administered
randomly to the 200 employees from different departments in Thanh Vinh Group located in Danang city
over a period of 1 week (August 6th-13th). The majority of respondents were between 20 and 35 years
of age. Most respondents had been with their employer between 1 – 5 years and held management
positions. Interestingly, more women than men held management positions. Besides the primary data
by survey method, the articles and journals on the topic were sources of value in information in the
research. The secondary sources that were used include recruitment manuals and causes of gender
discrimination to the different organizations and a comparative study of different organizations. This
study is based on quantitative and qualitative analysis through a survey form that conducted online via
Google forms. Descriptive statistics are used and hypotheses have been tested.
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1.5 Structure
The structure of this study comprises three main parts. There is the introduction, literature overview,
and references. The introduction describes the background of the context, objective when conducting
this research project, then pointed out 3 critical questions, and finally defining the research approach
and methodologies that study cover to. The literature overview part analyzes the conceptions and
theoretical framework based on reliable secondary data.

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1. Literature overview
2.1 Conception
Gender discrimination
Sex or gender discrimination is treating individuals differently in their employment specifically
because an individual is a woman or a man[CITATION Sir \l 1033 ]. Gender discrimination at the
workplace broadly includes career discrimination, assignment discrimination, and performance
evaluation discrimination. In most of the case of gender discrimination, the victims who are receiving
an unfair treatment are women rather than man.

In addition, culturally and socially also influences gender discrimination in Vietnamese's workplace.
Vietnam seems to put its "double standards" on the shoulders of women with multiple roles: a
resourceful wife, a caring mother, a tender daughter-in-law, a savvy worker, and a socially-adept
member of the community [ CITATION Gro15 \l 1033 ]. Social norm holds that it is women’s obligation
to protect her husband’s “honor and dignity”, by taking care of household chores so that they can
participate in social and economic lives[ CITATION Ngu15 \l 1033 ]. Nevertheless, research in
workplace gender discrimination in Viet Nam up to now has tended to focus on gender inequality in
recruitment and compensation rather than gender-related attitudes and perception[CITATION
Ins151 \l 1033 ]. Due to differences, it highly impacts on the performance of employees in
organizations.

Employee performance
Locke (1976) suggested that Employee Performance is not only dependent over the individual desire
but also, they require certain principles or needs such as culture, promotion, salary packages. It might
be significant impact and employee will retain within the Therefore, organizations should play a vital
role in retaining employees by giving them incentives. Ivancevich (1997) state that the feeling and
thoughts of employees about their work and company it is shown by employee satisfaction. Customers
usually prefer those employees who are satisfied with their job and welcoming and caring for the
customers[ CITATION Han09 \l 1033 ]. Unsatisfied workers with their job may cause customers
sadness; there are various researches available on the employees’ satisfaction. The term satisfaction
gives the extraordinary value to attract customers with the performance of employees.

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A recent study outlined by Schermerhorn (2005) states that there are various approaches to increase
the performance of employees included salary, promotion and the most important factor is relationship
with staffs and employees. It is a significant impact of employee’s performance increases when they are
satisfied with their co-workers without any conflict in the workplace. Moreover, Lebans & Euske (2006)
define that employee performance is not only dependent on financial but it also dependent on
nonfinancial that assure level of organizational goals and objectives. It is necessary to recognize the
needs of an individual. After reviewing the recent studies “Performance” word is more general and
common in research because each organization wants to make the profitable but it is more important to
retain the employees within the organization after that organization can enhance their performance
throughout motivating to employees and resolve their issues within the time.

2.2 Theoretical framework

Factors contributing to discrimination in workplace
Elei (2016) state the following factors lead to gender discrimination in workplace. Negative
stereotypes in the organization affect the perception of most employees in the organization. It is
evident that most stakeholders hold that women are weak and thus cannot qualify for leadership
positions and in jobs that require physical strength. The gender stereotype has affected the
participation of women in the organization. Besides, the negative stereotypes have to discrimination in
remunerations in the organization [ CITATION Pos12 \l 1033 ]. Women receive a small figure of salaries
than the male counterpart in the same job descriptions. As a result, most women are less motivated and
show relatively lower motivation in the workplace.
Skepticism of complaints was a cause of discrimination. Some managers ignore reported cases of
discrimination in workplace thus promoting the reoccurrence of the behavior. Besides, an organization
that employs employee with a low level of education had problems with cases of discrimination.
The leisure time in the most organization provides room for evil talks that provokes discrimination in
the organization. It was apparent most human resource managers do not monitor during free time,
there is a tendency of the organizational members to engage in issues that contribute to
discriminations. It was clear from the comparative study that discrimination demotivates the employee
in the organization [CITATION Rea \l 1033 ]

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The human resource managers contributed to the discrimination in ways such as salaries, task
allocation, and promotions. It was evident employees with similar academic qualifications received
different amounts of salaries.
Sex preference also causes discrimination in the workplace. Some managers prefer to work with
employees of specific sex and color. The preference seems negligible but has negative effects on the
employees' performance

Dimensions of gender discrimination

Figure 1: Schematic Diagram for Gender discrimination & Employee

Productivity Model [ CITATION Pet06 \l 1033 ]

Petersen & Thea (2006) describe that there are so many ways of the gender biases and discrimination
in organizations due to the unfair actions of the employer; discrimination in job compensation package,
hiring discrimination, favoritism related to job promotion, and biasness in wage-setting for different
type of job work. Many analysts agree on this “hiring is most important; promotion is second, and
wages are third.” Based on the organizational research literature, Abbas (2011) operationalize a
Schematic Diagram for Gender discrimination and Employee Productivity Model.
Gender discrimination in Hiring is not being hired or being given a lower-paying position because of
sex.

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Gender discrimination in Promotion related to being denied career opportunities, pay raise, or training
program that is given to people of another sex who are equally or less qualified or eligible.
Gender discrimination in Provisions of goods and Facilities that means persons who make available
goods, services or facilities- whether for payment or not may not refuse to provide these to other
persons on the grounds of sex, gender, marital status or pregnancy.

2.3 Research model

Table 1: Proposing Research Model

Based on Elei's theory (2016), he stated that stereotypes in the organization affect the perception of
most employees in the organization. And another conclusion from Stamarski (2015) pointed out
company culture can influence the level of discrimination. Moreover, while women can experience
discrimination by the difference in gender characteristics such as lack of consistency and determined to
lead or necessary for performing motherhood[ CITATION Ann10 \l 1033 ]. As results, this proposing
research model came into accordingly the theories above which indicate the causes of gender
discrimination on employee performance involving social stereotypes, company culture and gender
characteristics.

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2. Methodology and Database
3.1 Data collection
Data was collected using the administration of questionnaires and reading of secondary sources such as
journals and articles. However, the process of collecting data by questionnaires was taken a bit of
difficulty due to the COVID 19. All the employees in Thanh Vinh Group filled in survey (Google form)
sent by their email, the direct interview or observation methods cannot be used, therefore there are
some outcomes are not truly reliable.

3.2 Quantitative Methods

This study is based on quantitative analysis through a survey form by online. Descriptive statistics is
used and hypotheses have been tested. Likert scale has been used for the questionnaire. This is an
empirical study and a sample size 200 been taken from its population which is collected from Thanh
Vinh Group. The output data has been exported to SPSS for using Descriptive statistics, Cronbach's
Alpha, and Exploratory Factor Analysis.

3.3 Proposing Hypotheses

Hypothesize the perceived level of gender discrimination by employees in Thanh Vinh is related to key
variables that may or may not impact on employee performance. Specifically:

Hypotheses 1: Gender discrimination in social stereotypes has a positive impact on employee

performance.

Hypotheses 2: Gender discrimination in company culture has a positive impact on employee

performance.

Hypotheses 3: Gender discrimination in gender characteristic has a positive impact on employee

performance.

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3. Analysis Results
4.1 Descriptive Statistics
Recruitment and Selection
As shown from Table 1, the majority among 200 respondents were involved in agree (28.5%), and
strongly agree (27%) group that the company tends to recruit males more than females. While the total
percentage the respondent took in disagree and strongly disagree group was 26% which states that
there is still the existence of equal employment but in a small proportion of those.

Concerning the employers appreciate males have a higher level of education and experience than
females, more than 35% of respondents disagree with this, in contrast, the group of agreeing people
reaches to 46.5%. Related to job opportunities, 44.5% and 24% of the population have a positive and
neutral attitude that the company creates few suitable job opportunities for female.

Recruitment and Selection [Recruitment]

Frequency Percent Valid Percent Cumulative

Percent

Strongly Disagree 32 16.0 16.3 16.3

Disagree 20 10.0 10.2 26.5

Neutral 33 16.5 16.8 43.4

Valid
Agree 57 28.5 29.1 72.4

Strongly Agree 54 27.0 27.6 100.0

Total 196 98.0 100.0

Missing System 4 2.0
Total 200 100.0

Table 2: The company tends to recruit male more than female

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Payment
Figure 1 is found that 28% of the study population strongly disagreed, while 21% of the study
population agree with the degree male' wage bargaining power is more acceptable than female. Men
could earn more than women, but not that much more when they work the same job and they have
similar experience and abilities as evidenced by 28.5% of respondents agreed with this situation might
be happened in the company.

Figure 2: Male' s wage bargaining power is more acceptable than female

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Promotion
The survey question proposed that male often holds in higher positions than female in workplace,
indeed, the data demonstrated most people tend to agree due to some causes. However, it is assumed
that female in Thanh Vinh receives fewer important assignments is nearly not true (with 27.5%
disagree). Men and women work side by side, tackling the same business problems, sitting through the
same meetings and walking the same hallways. But this study shows the results number of respondents
agree (24.5%), neutral (26%) disagree (26.5%) are almost equal about male is more likely to be
promoted than female coworker as in Figure 3

Figure 3: Male is more likely to be proposed for promotions more than female

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Sexual harassment
Women reporting to HR when they are sexually harassed in the workplace are often in a small number,
with results proving by 52% of the population agree with the situation that women tend to hide the
problem of being a victim. However, the fact that female accept acts of sexual harassment by their
superiors to be promoted does not seem to happen based on the group of people disagreed (55.5%)
with the questionnaire below.

Figure 4: In order to be promoted, female often has to accept acts of

sexual harassment by their superiors

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4.2 Factor Analysis
Cronbach’s Alpha analysis
Social Stereotypes

Reliability Statistics

Cronbach's Cronbach's N of Items

Alpha Alpha Based on
Standardized
Items

.680 .676 4

Item-Total Statistics
Scale Mean if Scale Variance Corrected Item- Squared Cronbach's
Item Deleted if Item Deleted Total Correlation Multiple Alpha if Item
Correlation Deleted

Social Stereotypes 1 8.78 7.622 .318 .139 .693

Social Stereotypes 2 7.75 5.276 .526 .298 .570
Social Stereotypes 3 7.74 5.641 .591 .366 .528
Social Stereotypes 4 7.24 5.862 .436 .260 .634

Table 3: Cronbach's Alpha of Social Stereotypes factor (1)

A reliability analysis in Social Stereotypes scales involves 4 items. In this case, Cronbach’s Alpha is .680,
which shows the questionnaire is reliable. However, the one exception to this was item 1 which is
insignificant greater than Cronbach's alpha. As such, removal of this item should be considered, which
would increase the alpha to α = 0.693.
Item-Total Statistics

Scale Mean if Scale Variance Corrected Item- Squared Cronbach's

Item Deleted if Item Deleted Total Correlation Multiple Alpha if Item
Correlation Deleted

Social Stereotypes 2 6.02 3.839 .464 .241 .662

Social Stereotypes 3 6.01 3.934 .598 .358 .499
Social Stereotypes 4 5.51 3.950 .476 .260 .642

Table 4: Cronbach's Alpha of Social Stereotypes (2)

When item 1 is deleted, most rest of items appeared to be worthy of retention, resulting in a decrease in
the alpha if deleted.

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Company Culture

Reliability Statistics

Cronbach's Cronbach's N of Items

Alpha Alpha Based on
Standardized
Items

.686 .685 5

Item-Total Statistics

Scale Mean if Scale Variance Corrected Item- Squared Cronbach's

Item Deleted if Item Deleted Total Correlation Multiple Alpha if Item
Correlation Deleted

Company Culture 1 9.90 11.641 .471 .252 .623

Company Culture 2 10.42 12.569 .329 .148 .683
Company Culture 3 10.32 11.478 .456 .245 .629
Company Culture 4 9.47 10.552 .519 .296 .599
Company Culture 5 10.19 12.052 .432 .205 .640

Table 5: Cronbach's Alpha of Company Culture factor

A reliability analysis comprises 5 items. Cronbach’s alpha showed the questionnaire to reach acceptable
reliability, α = 0.686. Most items appeared to be worthy of retention, resulting in a decrease in the alpha if
deleted.

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Gender Characteristics

Reliability Statistics

Cronbach's Cronbach's N of Items

Alpha Alpha Based on
Standardized
Items

.824 .826 6

Item-Total Statistics

Scale Mean if Scale Variance if Corrected Item- Squared Multiple Cronbach's

Item Deleted Item Deleted Total Correlation Correlation Alpha if Item
Deleted

Gender Characteristics 1 11.84 13.100 .593 .413 .796

Gender Characteristics 2 11.41 12.564 .625 .425 .789
Gender Characteristics 3 11.76 13.975 .538 .331 .807
Gender Characteristics 4 11.76 13.764 .627 .436 .790
Gender Characteristics 5 11.37 13.007 .607 .389 .793
Gender Characteristics 6 11.76 14.286 .574 .405 .800

Table 6: Cronbach's Alpha of Gender Characteristics factor

Reliability analysis was carried out on the Gender characteristics scale comprising 6 items. Cronbach’s
alpha showed the questionnaire to reach acceptable reliability, α = 0.824. The values in Corrected Item-
Total Correlation completely higher than 0.03. Most items appeared to be worthy of retention, resulting
in a decrease in the alpha if deleted.

Total Variance Explained

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Component Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings

Total % of Variance Cumulative % Total % of Variance Cumulative % Total % of Variance Cumulative %

1 4.381 31.294 31.294 4.381 31.294 31.294 3.304 23.598 23.598

2 1.861 13.292 44.586 1.861 13.292 44.586 2.187 15.621 39.219
3 1.361 9.723 54.308 1.361 9.723 54.308 2.112 15.089 54.308
4 .968 6.913 61.221
5 .803 5.734 66.956
6 .777 5.552 72.508
7 .680 4.859 77.367
8 .609 4.350 81.717
9 .540 3.859 85.576
10 .526 3.755 89.331
11 .453 3.235 92.566
12 .414 2.960 95.526
13 .358 2.554 98.080
14 .269 1.920 100.000

Extraction Method: Principal Component Analysis.

Exploratory Factor Analysis
Table 7: KMO and Bartlett's Test
KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .797

Approx. Chi-Square 793.151

Bartlett's Test of Sphericity df 91

Sig. .000

KMO value equal 0.797 greater than

0.5 and close to 1.0; moreover, small values (less than 0.05) of the significance level indicate that a
factor analysis may be useful with data.

KMO value equal 0.797 greater than 0.5 and close to 1.0; moreover, small values (less than 0.05) of the
significance level indicate that a factor analysis may be useful with data.

In the Total Variance Explained table, 4 factors were extracted from the 14 variables used in the study.
These 4 extracted factors explained 54.308% of the variability of data. Initial Eigenvalues of every
factor are higher than 1.

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The scree plot graphs the Eigenvalue against each factor. From the graph that after factor 3 there is a
sharp change in the curvature of the scree plot. This shows that after factor 3 the total variance
accounts for smaller and smaller amounts.

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 Rotated Component Matrixa

Component

1 2 3

Social Stereotypes 2 .758

Social Stereotypes 3 .835
Social Stereotypes 4 .653
Company Culture 1 .602
Company Culture 2 .702
Company Culture 3 .506
Company Culture 4 .551
Company Culture 5 .714
Gender characteristics 1 .737
Gender characteristics 2 .720
Gender characteristics 3 .631
Gender characteristics 4 .761
Gender characteristics 5 .706
Gender characteristics 6 .751

Extraction Method: Principal Component Analysis.

Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 4 iterations.

The table below shows the loadings of the eight variables on the three factors extracted. The higher the
absolute value of the loading, the more the factor contributes to the variable. Besides, there is no
disturbance of factors, meaning that the question of one factor is not confused with the question of the
other. So, after factor analysis, these independent factors are kept unchanged, not being increased or
decreased.

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4. Conclusions
The purpose of this study is to measure the height of Gender Discrimination and its behaviors which
affect employee's performance in Thanh Vinh Group. Based on the descriptive statistic above, gender
discrimination in the company usually manifests through recruitment and selection, payment,
promotion, and sexual harassment. The reason leading to those discriminations due to 3 main factors
are social stereotypes, company culture, and gender characteristics. However, the root effect of this
discrimination comes from prejudices that society poses. Male are more respected not only in the
family but also in society, they can they take up managerial and supervisory jobs better than female.
Besides, female difficulty balances the responsibilities between home and work. It is evident that those
thinking leading affects the cohesion and reduces creativity in the organization.

Gender Discrimination is very common nowadays because women or any ethnic group is being
discriminated on the basis of promotion or hiring because recent advertisements of different
companies clearly shows that we are hiring for HR Officer and “Male Candidate is required” therefore it
is undoubtedly discrimination created by some organizations. Several factors are uncovered that
contribute to organize the conflict and its impact on the employee’s performance. Irrespective of the
nature of discrimination, the results of the discrimination are negative to the developments in the
organization. It is apparent an organization with high levels of discrimination have bored employees,
high levels of anxieties and less productive. The organization must implement the policy and
documents of employees’ handbook that must contain the staff dispute resolution form. Collaboration is
very significant because it creates mutual benefits –though it is indeed that employees must compete
that makes the win-win situation. Empower the employees by assigning the different tasks at the end
adapt open door policy for everyone that provides the equal employment opportunity whereas male
and female easily get the opportunity without any discrimination and policy must be abide for both
groups.

24
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