Women At Work

Social change has eliminated a lot of what was called 'women's work'. Most of domestic service has gone and married women are taking paid employment in large numbers. Women's work is disproportionately concentrated in the service sector and manufacturing. Half of the population are women but more than half of working women are in low pay and low status jobs. A high proportion are cleaners in universities, but a low proportion are teachers in them. A high proportion are in casual and part-time jobs though an increasing number are taking managerial and high status jobs more than ever before.

There is a close connection between changes in the jobs market and changes in perceptions both of and by women. Self confidence and self-consciousness beyond the labour market are reflected in dissatisfaction with long-established inequalities. The role of breadwinner has changed in some respects in some families along with changes in the culture and structures of family life. Increases in employment among women has been accompanied by a decline in traditional manual labour jobs (Jones, Gray, Kavanagh, Moran, Norton and Seldon, 1998).

Prejudice and discrimination can be seen in differentials that include pay. Explanations for wage differentials can be given some of which are valid. Job type and human capital differences, specialisation and lastly, discrimination. The model is in equilibrium but that doesn't make it right, desirable or inevitable (Parkin, Powell and Matthews, 1997). Since 1975, equal pay legislation has recognised that people doing the same job deserve equal pay and the 'equality clause' had been inserted into employment contracts since 1970. Further developments have taken place to bring it into line with Europe (Bratton and Gold, 1999).

Working practices that do not recognise equality may have an unintended adverse effect on women. There may be some gender bias. It is a critical area of research. The different approaches being used give different perspectives for the analysis of individual behaviour.

Sometimes paternalistic attitudes mean managers 'think it best' that women should or shouldn't do this or that part of the job or role. Even though it may be meant well it could be interpreted as a lack of opportunities vis a vis their male counterparts. Changes in management style and structures may be good for women. Managers should adopt a positive approach and acknowledge that patterns of work change and consider what might be the best working practices for their workforce (Mullins, 1999).

When women want to return to the labour market after years away they may feel a lack of confidence and out-of-date. Opportunities should be provided for them to be brought up to date. Professional association and trade union provision should include courses for ex-employees for women who have temporarily left the workforce to raise a family. It may also be in her best interests for a prospective mother to minimise the interruption to a highly qualified job to keep up to date and in touch with developments in the world of work while bringing up the family.

Many women need some sense of security in their job. The arguments for a reasonable length of maternity leave with a right to return to work and financial security during the leave period are generally considered sensible. Most of the countries in the European Union have arrangements including guarantees against dismissal during pregnancy, paid maternity leave, guarantee of right to return to work after a prearranged period (up to two or three years) but different countries have different arrangements. Very few companies provide for paternity leave (Arnold, Cooper and Robertson, 1998).

Women have got a lot to offer the world of work and provision should be made so that they can offer their best while maintaining a healthy work-life balance.