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Full-Text Articles in Human Resources Management
Can The Gender Wage Gap Be Closed Inthe Philippine Manufacturing Sector?, Royanna Patricia H. Martin, Charlene Johannan G. Policarpio, Kath Ryne Y.A. Taburda
Can The Gender Wage Gap Be Closed Inthe Philippine Manufacturing Sector?, Royanna Patricia H. Martin, Charlene Johannan G. Policarpio, Kath Ryne Y.A. Taburda
Angelo King Institute for Economic and Business Studies (AKI)
In recent years, women in the Philippines have made strides in integrating into formal employment, attaining higher educational status, and claiming their social and economic autonomy. However, the gender wage gap persists in the labor market, especially in the manufacturing sector. This wage gap does not look at their willingness to join the manufacturing sector. The National Economic Development Authority (NEDA, 2019) found that, between the two sexes, the manufacturing and services sectors were highly concentrated with females. For services specifically, they report that the high participation may be linked to “inflexible hours,” or work hours that do not go …
Rethinking Work And Family Policy: The Making And Taking Of Parental Leave In Australia, Marian Baird, Adam Seth Litwin
Rethinking Work And Family Policy: The Making And Taking Of Parental Leave In Australia, Marian Baird, Adam Seth Litwin
Adam Seth Litwin
Despite the continued increase in female participation rates, Australia remains one of only two developed nations in the world without a paid maternity leave scheme. While research interest and public policy debate about paid maternity leave entitlements continues, little is known about the actual utilization of the 52 weeks unpaid parental leave that is currently available to all employees. Moreover, research and policy debate on the availability and provision of paid paternity leave has only just begun. This paper argues that, given the gendered nature of employee entitlements, it is time to re-evaluate all aspects of parental leave policy in …
Comparable Worth In The Public Sector, Ronald G. Ehrenberg, Robert Smith
Comparable Worth In The Public Sector, Ronald G. Ehrenberg, Robert Smith
Ronald G. Ehrenberg
[Excerpt] At the theoretical level, we conclude that the case for comparable worth rests on the argument that the current distribution of female employees is based on discriminatory barriers which existing legislation have not broken down. If this argument is valid, the desirability of comparable worth depends upon one's perceptions of how the benefits it provides contrasts with the efficiency losses it induces. Given the trade-offs involved, ultimately one's position on comparable worth must depend on value judgments.
Comparable-Worth Wage Adjustments And Female Employment In The State And Local Sector, Ronald G. Ehrenberg, Robert S. Smith
Comparable-Worth Wage Adjustments And Female Employment In The State And Local Sector, Ronald G. Ehrenberg, Robert S. Smith
Ronald G. Ehrenberg
Our paper simulates the likely effects of a comparable-worth wage-adjustment policy in the state and local sector on female employment in the sector. The simulation is based on estimates of within-occupation male/female substitution and across-occupation occupational employment substitution that we obtain using data from the 1980 Census of Population.
Human Resource Practices As Predictors Of Work-Family Outcomes And Employee Turnover, Rosemary Batt, P. Monique Valcour
Human Resource Practices As Predictors Of Work-Family Outcomes And Employee Turnover, Rosemary Batt, P. Monique Valcour
Rosemary Batt
Drawing on a non-random sample of 557 dual- earner white collar employees, this paper explores the relationship between human resource practices and three outcomes of interest to firms and employees: work-family conflict, employees’ control over managing work and family demands, and employees’ turnover intentions. We analyze three types of human resource practices: work-family policies, HR incentives designed to induce attachment to the firm, and the design of work. In a series of hierarchical regression equations, we find that work design characteristics explain the most variance in employees’ control over managing work and family demands, while HR incentives explain the most …