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Essay / Research Paper Abstract
This 4-page paper discusses gender and sexual bias in the workplace, and provides suggestions on how a trainer of diversity issues would go about making new employees aware of such stereotypes found in the workplace. Bibliography lists 6 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MTgenrol.rtf
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Unformatted sample text from the term paper:
more of the assistant work (such as secretaries or administrative assistants), while men tended to take on more leadership roles. But in the workforce of the late 20th century, roles
between men and women began to change -- women began taking on more leadership positions while men were more willing to take on administrative roles.
Just because leadership roles are changing however this is not mean that gender stereotypes are changing with them. Anyone trying to conduct a training seminar on
sexual/gender bias to a new group of employees needs to be aware of specific stereotypes and bias that takes place in the workplace. This paper will examine some of
the stereotypes and discuss how they tended to reflect and perpetuate gender attitude identities. This paper will go beyond the obvious verbal suggestions of gender bias (for example, many times
when a woman becomes an emotional at work, the fact that her male colleagues are likely to joke that she might be having her period), and take into consideration the
more subtle examples of gender bias. One example of subliminal gender discrimination involves gender-based job inequity (Snizek and Neil 404). In the
situations, no one actually comes out and says an employee is not promoted because of gender, but in a study conducted during the early 1990s, 37 and 41 percent of
women surveyed indicated they regularly experienced promotional discrimination (Snizek and Neil 404). These days, we know this type of discrimination as the Glass Ceiling, and it typically involves the
point where women end up being stuck in terms of moving up the management ladder. Glass Ceiling discrimination is especially below the surface, as senior management can point to
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