I need a paper for the attched study case from Book managing human resources (7th edition) for Luis Gomez. the study case 5.1 in chapter 5 (recruiting and selecting employees)
Please make it the loop of the chapter and no more than 5 to 6 pages
Women: Keeping the Supply Lines Open
Case 5.1 Customer-Driven HR
Women: Keeping the Supply Lines Open
Women leave the workforce at higher rates than men. In part, this may help explain why
only about 2 percent of top CEO positions are held by females. But why do women quit?
Further, do they later rejoin the labor force? Can they, after leaving? Let’s take a look at
these issues.
First, there is little doubt that women are more likely than men to leave the labor force. For
example, a recent survey focused on a nationally representative group of women who had a
graduate, professional, or high-honors undergraduate degree. The survey included over
2,400 women. A major find- ing of the survey was that 24 percent of men had voluntarily
left their job whereas nearly 40 percent of women had volun- tarily left. These women
invested in education that positioned them for successful careers, yet many of them chose to
leave the workforce.
Why do women choose to leave the workforce? There is, of course, no single answer.
Family and child-care issues certainly can “pull” women away from work. However, a
surprising number of women report leaving their jobs due to boredom and frustration. That
is, in order to feel challenged and increase their chances for growth and opportunity, women
feel that they have to leave their current employer.
The factors that “push” women to leave jobs would seem to be most directly manageable by
organizations. Some organiza- tions offer programs such as coaching and mentoring
programs for women, family-friendly policies, and training targeted at women returning to
the workforce in an attempt to retain and attract high- quality female workers.
Critical Thinking Questions
1.
Why is the departure of women an issue for organizations? ?
2.
When trying to re-enter the workforce, women often find that ?
they have to take a lower pay rate to “get back in the game.” ?
Do you think this is fair? Why or why not? ?
3.
If a lower wage discourages the re-entry of women, what, if ?
anything, can be done about it? ?
Team Exercise
“Pull” factors are issues or characteristics that draw a woman away from her job
responsibilities. “Push” factors are characteristics that repel a woman from her current job
responsibilities. Join team members in your class and identify reasons why women leave
their jobs. Classify each as a pull or push factor and judge the extent to which each tends to
affect women rather than men. (You can use the following rating scale to make these
judgments.)
1
2
3
4
5
mainly
affects men and
effects men
women equally
6
7
mainly affects women
Experiential Exercise: Team
Join team members and research what companies are doing to retain women employees.
Classify these management initia- tives as addressing either “push” or “pull” factors. Are
there approaches that you think would be effective for retaining
women but that you did not find being used by organizations? List and describe what you
consider to be the best approaches. Be prepared to discuss expected costs and benefits and to
justify your recommendations.
Experiential Exercise: Individual
Design a job that you think would maximize the retention of women. What characteristics
would the job have in terms of policies, benefits, and so on? Would any costs associated
with these job characteristics be worth it for men as the job holders? Why or why not? Share
the job characteristics with the rest of the class.
Sources: Deutsch, C. H. (2005, May 3). Boredom is the culprit: Exodus of women executives has a cure.
Arizona Republic, D-4; Hewlett, S. A., and Luce, C. B. (2005). Off-ramps and on-ramps: Keeping talented
women on the road to success. Harvard Business Review, 83, 43–54; ; Booth, N. (2007, November 13).
Scheme aims to attract women back into IT. Computer Weekly, 41.
