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Chapter 1 INTRODUCTION

Human Resource is the most significant elements in an organization. Without people, the goals of an entity could not be possibly done. Thus, managers and administrators should consider various factors. One of which is diversity of the employees for this is the core area that would eventually produce effective job outcomes. Diversity is a common and important HR issue. Employee diversity is discussed as a complicated yet vital goal to achieve for organizational effectiveness. Diversity among employees is beneficial in several ways, including enhancing the quality of work and representing constituents or clients of various backgrounds. However, achieving workplace diversity is bound to engender conflict. Employers must adhere to hiring, promotion and termination practices that do not discriminate people of different races, culture, beliefs, values, ages or sexual orientations. Considering employees diversity is a new way of thinking about maximizing the potential of everyone within the organization. It is basically about providing equality within the organization. Laws are clear that workplace discrimination will not be tolerated. HR personnel must ensure that the policies of the company regarding anti-discrimination are being kept. Diversity is about learning from others who are not the same, about dignity and respect for all, and about creating workplace environments and practices that encourage learning from others and capture the advantage of diverse perspectives.

The researchers were inspired to conduct this study knowing that individual carries the baggage of our personal values, experience, beliefs and perceptions with us everywhere. It is also inevitable for us to meet diverse people inside or outside the workplace. We, as students wondered how to handle this kind of situation not only in the workplace but in our school campus as well. By this study, we can acquire new ideas and broaden our knowledge regarding on this matter that will help us to be more informed and to be able to apply these new acquired ideas when being faced with the situation in the near future.

Review of Related Literature and Studies This chapter presents literatures and previous studies related to gender diversity towards productivity of employees. Gender diversity means the proportion of males to females in the workplace. There seems to be some highly disputed attempts to provide evidence that womens and mens brains are subtly different, leading them to function differently, or perhaps, making males and females interested in different aspects of their situated reality. In the past, all women in the workplace were automatically assigned to temporary or part-time or low responsibility jobs because it was understood that their first priority was taking care of their families. Gender diversity is about sexual differences. This includes but is not limited to women receiving lower pay, mothers being penalized for taking care of their families, homosexuals being told, "Don't ask, don't tell," in the military, transsexuals being alienated from mainstream jobs, and men being expected to provide the main source of income for their families (M. J. Joachim, 2009). It is

driven by a business need today (Kalpana Morparia 2007). In this way, organizations can be far more successful in bringing gender diversity to the workplace rather than a system which is patronizing and, therefore, demeaningor looking to recruit a certain number from each gender to bring parity. For gender diversity to succeed and become a reality, companies need to look at issues not from a stereotypical point of view, but from an employees perspective. I am just trying to underline the fact that the need for flexibility at the workplace is not limited to women. Its true that women need longer sabbaticals for raising a family or other such commitments, but men, too, expect alternative work practices such as flexible timings, a compressed work week,

telecommuting, etc. to pursue education, other interests, or just help out spouse or family. Morparia 2007 concluded that in a talent-scarce economy, what is required is flexible and employee-friendly HR practices and processes to get the maximum out of employees. Creating a culture of inclusion and greater employee involvement with the organization, companies can achieve better productivity and competitive advantage. Based on the business case for diversity in organizations literature, demographically heterogeneous groups (such as those composed of men and women, rather than of only men or of only women) may be best placed to provide a diversity of perspectives that might enhance the development and creation of knowledge. As men and women are members of different groups based on their sex, they might differ somewhat in research interests and methodologies (Addis & Villa, 2003).

In Hofstede (2000), the concept of MAS (masculine attitudes and behavior) and its opposite femininity represent the different ways in which societies deal with implications of sex differences. In his review of the relevant literature in psychology, sociology and political science, Hofstede (2000) found a nearly consistent pattern of men rating advancement and earning power more highly and women rating interpersonal aspects, service and physical environment more highly. The MAS dimension affects whether the organization will be people oriented, emphasizing the quality of life and the environment (low MAS) or taskoriented (high MAS). Low MAS is related to sympathy for the weak and to social leveling. According to Hofstede, gender roles, as reflected in MAS, are

transferred through socialization. Men are taught to be assertive and women to be nurturing. What is important to note in Hofstedes argument is that gender differences are one aspect of the overall cultural differences that exist between human beings. Thus, both national/ethnic and gender differences constitute the socio-cultural factors that influence perceptions and behaviors (Hofstede 2000). In view of this gender difference, it is not surprising that womens discourse tends to be more tentative and socially oriented in contrast to men, who tend to be more categorical (Preisler, 2002). Furthermore, women show a proclivity to highlight cooperation in their discourse while men tend to be competitive (Coates, 2001). There are a number of studies that show a link between the gender distribution in a companys management and its profitability. Researchers at Cranfield University in England have found a show a consistent and increasingly high correlation between high market value and the presence of women

directors. Researchers study the 100 largest companies on the London Stock Exchange and annually publish the female FTSE index. They showed that 18 of the 20 companies with the highest market capitalization during 2003 had at least one woman director Of the 20 companies with the lowest market capitalization only eight had woman directors (Vinnicombe & Singh, 2003). Mixed teams at all levels are important for producing goods and services that satisfy the customers needs and expectations. In consumer businesses, the more a company mirrors its markets demographically, the better positioned it is to sense and respond to evolving market needs (Catalyst, 2002). Becoming known as an employer promoting gender diversity can increase the prime source of competitive advantage: people (The Kingsmill Review: London, 2003). To be competitive, it is crucial to recruit the right people from the start and being able to keep them. Studies of young leaders show that both women and men are critical of managements image today and the conditions that prevail. They want flexible working options and family friendly policies. Companies that do not listen to young managers will be ignored by women and men who demand greater balance in their lives (Popcorn & Marigold, 2005). Adams and Ferreira (2009) analyze data with characteristics of directors and boards from almost 2000 rms in the United States for the period 1996-2003. To address the possible endogeneity of the fraction of female directors, they use the fraction of male board members with connections to female directors in other board positions as instrumental variable. In addition they include rm xed effects. Besides their nding that gender diverse boards monitor directors more

intensively, they also nd that diversity has a positive impact on performance in rms that have otherwise weak (external) governance. However, more gender diverse boards are harmful for the performance of rms with strong (external) governance, possibly due to over monitoring. These ndings are consistent with each other if internal and external monitoring are substitutes. On average, the effect of gender diversity on rm performance turns out to be negative. This leads Adams and Ferreira to conclude that mandating gender quotas for directors can reduce the value of well-governed rms. Most managers and supervisors at technical companies struggle to achieve and maintain gender diversity. In particular, engineering, scientific, information technology, and oil and gas companies are faced with the problem of recruiting and retaining female employees. Gender-diversity discussions tend to focus on three main concerns: 1) the relationship between corporate profitability and gender diversity, 2) the problem of recruiting and retaining women professionals in technical companies where the corporate culture can be inhospitable, and 3) the number of women entering and graduating from science, technology, engineering, and mathematics programs (Weiss 2003). According to Michaels 2011, Gender diversity affects human resources in many ways: HR must manage gender diversity, provide necessary training and socialization, track the effectiveness of any gender diversity related programs and ensure that an organization has a proper amount of gender diversity. Also, gender diversity must be monitored to ensure that people of both genders are treated fairly and are represented fairly in the workplace. Human resources has the responsibility to communicate that gender diversity should be viewed as an

asset, not a hindrance, to an organization. It is HR's role to ensure that this message is known right from the start of someone's interaction with an organization. Addressing this during the job-interview process and employee orientation sets the standards and expectations for gender diversity appreciation within the organization. Unmarried women were likely to quit as soon as theyre married and married women were likely to quit as soon as they became pregnant. Women with children were understood to care more about the children than about work. In addition, there was a widespread belief that women were not as capable as men, either physically or mentally or emotionally. Organizations have been slowly adjusting to these changes, learning to treat women as the equals of men and not as a pool of potential dates. Both discriminating against female employees and treating them in a sexual manner are now against the law. Women should be given the same career opportunities as men; homosexual couples should be given the same health insurance benefits as heterosexual couples. However, many managers would counter that organizations are not supposed to change the society. They are supposed to manufacture goods and provide services for money. Their responsibilities are to their stockholders, not women's groups. It might be morally desirable for corporations to give all their profits to the poor, but it would not be responsible action. The application to women is not straightforward since the division of labor by sex divides segments of the labor market, including internal labor markets in the primary sector (Pechman 2003). Greater emphasis on the social phenomena of class struggle and the labor process at the workplace has deepened the

analysis of labor market operations, but even this more holistic approach has usually not incorporated gender. The processes of de-skilling jobs and assigning jobs are interrelated, and differential use of male and female workers is an integral part of these processes. In contrast, genders remain an important consideration for organizations around the world, as the roles of men and women continue to be differentiated in all countries. Think manager, think male phenomena where male characteristic are seen as appropriate for managers and the reverse for women (Prime, Carter, Karsten & Maznevski 2008). This stereotype of men as managers and women as suitable for supportive roles appears to hold internationally; there seems to be a global perception of female and male characteristic that results in men progressing to higher levels in organizations. Men and women struggle over who will get which jobs, while management and workers struggle over the design of the job structure and working conditions as well as the assignment of workers to jobs. More recent research has shown how the internal labor market structures differ for women from the these

structures originally described for men. The outward symbol of

different structures by gender is the high degree of sex segregation within firms by title. Men and women have profoundly different labor market experiences within the same firm although firms treat workers in the same job category equally. These include demographic trends; the potential of diversity can be an asset, and marketing considerations. (Gomez, Balkin, Caroy, and Dimick 2008). Today, many organizations realize that employee diversity can actually enhance

organizational effectiveness. There are useful changes in internal decision process. Employee Diversity can improve organizational functioning by stimulating greater creativity, improving problem solving and increasing organizations flexibility. With regards to marketing concerns, there concentration on these areas means that they are significant market for the consumer products and services that may differ from other markets.

Theoretical Framework The theories below relates to the entirety of our study since it highlights the important matters that are being tackled and most especially it provides a greater understanding on how, we as Human Resource Management students and future Human Resource practitioners, to fully grasp the essence of gender sensitivity in the workplace, how to handle issues regarding conflict between employees when things seems to go out of hand, and it also acts as our guideline to help us improve in our chosen profession. Social identity/Categorization Theory has been used to predict and understand how diversity influences individual attitude and behavior (Jackson et al., 2003). To explain the effects of diversity on individual outcomes, the basic argument is that ones similarity on visible and relatively immutable traits influences feelings of identification (Tsui, Egan, & OReilly, 2009). Particularly, sex is one obvious example that can be used to illustrate how self-categorization may increase or decrease the attractiveness of a group to an individual (Hoffman & Hurst, 2006).

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Individuals will go through a process of self-categorization in which they classify themselves and others into social categories using such attributes as age, race, or gender (Williams & OReilly, 2010). This process permits a person to define him or herself in terms of a social identity (Tajfel & Turner, 2004), and leads to in-group/out-group distinctions (Kramer, 2006). Furthermore, individuals desire to maintain a high-level of self-esteem (Tajfel, 2003) and a positive selfidentity (Tajfel & Turner, 2004). To maintain a positive self-identity, individuals may seek to maximize intergroup distinctiveness (Kramer, 2006), and perceive individuals from out-groups as less trustworthy, honest, and cooperative than members of their own group (Tajfel, 2003). Studies based on social identity/categorization theory confirm the negative effects of diversity on group process, finding decreased satisfaction with the group, increased turnover, lowered levels of cohesiveness, reduced within-group communication, and higher levels of conflict (Crocker & Major, 2003;). Group processes are related to group performance, which in turn, should be related to firm performance (Frink et al, 2003), Overall, social identity/ categorization theory tend to suggest that gender diversity results in negative performance outcomes. Another common theoretical foundation for studies of diversity rests on the Similarity/Attraction Paradigm (Byrne, 2005). This paradigm argues that people are more attracted to similar others. Birds of a feather flock together is a proverb that best summarizes the similarity/attraction paradigm. Members of the same demographic group enjoy easier communication, faster development of rapport, and have a greater perceived likelihood that values and opinions will be validated (Gedees & Konrad, 2003). If individuals can

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choose freely, there is a strong tendency for them to select a person that is similar (William & OReilly, 2010). The similarity/attraction paradigm supports the view that when group members have similar attributes, stronger cohesiveness between them will result (Byrne, 2005). Homogeneous groups lead to increased satisfaction and cooperation, and reduce emotional conflicts (Williams & OReilly, 2010). By contrast, when similarity between members is low; increased or intensified conflict may result, reducing individual satisfaction, and increasing turnover and work pressure (Tsui & OReilly III, 2010). In heterogamous groups, differences between members lead to decreased communication, message distortion, and more errors in communication For example, Alagna, Reddy, and Collins (2008) demonstrated that mixed-sex groups reported higher levels of conflict and tension and less friendliness than same sex groups. The distribution of demographic differences in groups and organizations affects processes and performance (Pfeffer, 2003). Homogeneous teams are likely to be more productive than heterogeneous teams because of the mutual attraction between team members with similar characteristics (Horwitz, 2005). Thus, consistent with social identity/categorization theory, the similarity/attraction paradigm argues that gender diversity is associated with negative performance outcomes. Value-in-diversity hypothesis. The value-in-diversity perspective tends to view variation in demographic composition as a positive influence on work group processes (Ancona & Caldwell, 2007). The value-in-diversity hypothesis argues that heterogeneity positively impacts performance because of the unique

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cognitive resources that members bring to team (Cox & Blake, 2008). Demographically diverse individuals are expected to have a broader range of knowledge and experience than homogeneous individuals; individuals in diverse groups may have greater access to information networks outside their work group (William & OReilly, 2010). For this perspective, diversity is valuable when it adds new information. Groups that are composed of a variety of members can have a direct positive impact through the increase in the skills, ability, information, and knowledge that diversity brings (Tziner & Eden, 2003). Kanter (2004) found that the most innovative companies deliberately established heterogeneous teams to capitalize on a multiplicity of views while avoiding the pitfalls of groupthink. Therefore, diverse individuals with varying demographic backgrounds add more dimensions to problem-solving and decision-making processes while promoting creativity and innovation, hence generating more performance (Horwitz, 2005). Clearly, this positive impact of diversity can be expected when the task can benefit from multiple perspectives and diverse knowledge (William & OReilly, 2010). Most researchers agree that diversity can provide a wider range of knowledge and skills for problem-solving (eg., Ancona & Caldwell, 2007; Pelled, Eisenhardt, & Xin, 2004). Therefore, value-in-diversity hypothesis suggests a positive relationship between gender diversity and firm performance (Frink et al., 2003).

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Conceptual Framework As shown in figure 1, this study conceptualizes that gender sensitivity in a company can influence the productivity of employees. The employees productivity can be affected by the diversity of gender of their co-employees. Company with Employees Gender

Diverse or Nondiverse

Productivity

Figure 1. The Conceptual Framework Showing the Variables

Statement of the Problem This study aims to determine the influence of gender sensitivity in terms of employees productivity. Specifically, it seeks to answer the following questions: 1. What is the distribution of employees according to: a) b) Diverse Gender Nondiverse Gender?

2. What is the level of production of employees in terms of: a) b) Diverse Gender; and Nondiverse Gender?

3. What is the level of customer satisfaction in diverse and non-diverse employees?

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4. Is there a significant relationship between employees productivity and the nature of beauty salon such as non-diverse and diverse employees?

Hypothesis There is a significant relationship between gender sensitivity and the employees productivity.

Significance of the Study It is important to study this matter because it enables the organization and the people inside the organization to analyze the capacities and strengths of their workforce which may be helpful on considering the gender sensitivity of employees. The objective of gender sensitivity is to communicate respect for differences. This study will benefit the following: To Students, it would be useful for them in the sense that it will provide them awareness about the effects of gender sensitivity on being productive. To Company, the result of this study would help give emphasis on the importance of gender sensitivity which will eventually be contributory to the productivity of the company. To Employees, they will be more effective and more efficient with their jobs, and they will be able to unfold more of their potentialities. To Other researchers, this serves as a guide in conducting a similar research study and a reference for further works.

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Chapter 2 METHOD

This chapter details the research design, setting, participants, and the procedure that was used in the study.

Research Design This study employs the descriptive survey research design. As cited by Mark R. Leary (2010), it is designed to describe the characteristics or behaviors of a particular population in a systematic and accurate fashion. In this study, the design will be used to find out how gender sensitivity can influence employees productivity at DInfinity Salon and Spa and at 2Bebz Salon.

Setting The researchers will conduct a survey at DInfinity Salon and Spa located at Door 108 Ground Floor Doa Segunda Building, C.M. Recto Street, Davao City and at 2Bebz Salon inside Imperial Hotel Building, Claveria Street, Davao City. The establishments above mentioned are just part of the growing salon business in Davao City which people made themselves as regular customers due to providing good quality services.

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Measure Gathering of data was done with the use of a questionnaire which was checked and validated. There are two questionnaires, one for the employees and the other one is for the customers. The questionnaire for the employees has two parts. The first part was a checklist that determined which type of workplace setting the employees belong. The second part was a set of questions that measured how the factors of their workplace setting will affect the employees productivity. This questionnaire was patterned from a Likert scaling technique but using the fourpoint scale or called as forced choice method since the middle option is not available. The respondents identified 1 as the lowest and 4 as the highest: 4Always, 3Often, 2Sometimes, 1Never. For interpretation purposes, the following scales were used:

Interval of Scores 3.26 4.00

Description Always

Interpretation If the level of productivity described in the item were manifested at all times. If the level of productivity described in the item were manifested in many but not the majority of the cases.

2.51 3.25

Often

1.76 2.50

Sometimes

If the level of productivity described in the item was manifested in a few instances. If the level of productivity described in the item was not manifested at all.

1.00 1.75

Never

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The questionnaire for the customers also has two parts. The first part was a checklist that determined the services that are rendered to the customers. The second part was a set of questions that measured the level of satisfaction of the customers in terms of the services that are rendered to them. This questionnaire was patterned from a Likert scaling technique but using the fourpoint scale or called as forced choice method since the middle option is not available. The respondents identified 1 as the lowest and 4 as the highest: 4highly satisfied, 3satisfied, 2dissatisfied, 1highly dissatisfied. For interpretation purposes, the following scales were used:

Interval of Scores 3.26 4.00

Description Highly Satisfied

Interpretation If the level of satisfaction described in the item were manifested at all times. If the level of satisfaction described in the item were manifested in many but not the majority of the cases.

2.51 3.25

Satisfied

1.76 2.50

Dissatisfied

If the level of satisfaction described in the item was manifested in a few instances. If the level of satisfaction described in the item was not manifested at all.

1.00 1.75

Highly Dissatisfied

Participants The people who are currently working on this proposal decided to conduct a survey on the employees of the said parlor establishments to be able

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to determine how does gender sensitivity influences the effectiveness and efficiency of an employee and what does this gender sensitivity contribute to the company. The researchers will randomly select from the two mentioned parlor establishments, five (5) employees and ten (10) customers coming from each diverse and non-diverse company.

Procedure The following will be the steps in conducting the study: 1. The researchers will do a preliminary visit to DInfinity Salon and Spa and at 2Bebz Salon to submit an approval letter to conduct a survey. 2. Upon approval, the researchers will organize an interview with the Head officer of the salon in order to determine the numbers of respondents to the survey and are qualified to answer the questions. 3. The copies of questions will be distributed personally to the respondents by the researchers. 4. The survey sheets will be retrieved after the respondents have finished answering the questionnaires. 5. Data collected will be analyzed and will be interpreted accordingly.

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Chapter 3 RESULTS

This chapter presents the discussions of the data on gender sensitivity towards employees productivity in relation to their customers satisfaction and the order of presentation is centered on the following topics: level of productivity, level of customer satisfaction and the significance on the correlation between employees productivity and the nature of beauty salon such as non-diverse and diverse employees.

Level of Productivity The level of productivity among the employees in this study are measured in terms of gender sensitivity and customer satisfaction. The responses of

employees-respondents on each indicator are analyzed, interpreted and presented below.

Table 1-1 Summary of results for the level of employees productivity of DInfinity Salon and Spa ITEMS Do you have difficulties in dealing with the customers with regards to your workplace setting? Are you satisfied with the benefits that you receive? Does it motivate you to be more productive? Are these benefits enough to supply you/your familys basic needs? MEAN DESCRIPTIVE 2.8 satisfied

2.8 3.0

satisfied satisfied

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Are you comfortable with your workplace setting? Does your workplace setting motivate you to be always present at work? Do your co-workers help you with regards to your personal problems? Does your workplace setting encourage you to be competitive? Are you satisfied working with co-employees similar to your gender? Are you drawn to others with the same gender as yours? Are you partial and more comfortable with some gender groups than others? OVERALL

3.0 3.0

satisfied satisfied

2.6

satisfied

3.6

highly satisfied

3.2

satisfied

2.8

satisfied

2.4 2.9

satisfied satisfied

Table 1-2 Summary of results for the level of employees productivity of 2Bebz Salon ITEMS Do you have difficulties in dealing with the customers with regards to your workplace setting? Are you satisfied with the benefits that you receive? Does it motivate you to be more productive? Are these benefits enough to supply you/your familys basic needs? Are you comfortable with your workplace setting? Does your workplace setting motivate you to be always present at work? MEAN DESCRIPTIVE 2.6 satisfied

2.6 2.8 3.2 3.4

satisfied satisfied satisfied satisfied

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Do your co-workers help you with regards to your personal problems? Does your workplace setting encourage you to be competitive? Are you satisfied working with co-employees similar to your gender? Are you drawn to others with the same gender as yours? Are you partial and more comfortable with some gender groups than others? OVERALL

2.6

satisfied

3.6

highly satisfied

satisfied

satisfied

2.8 3

satisfied satisfied

Table 1.1 represents DInfinity Salon and Spas level of employees productivity. The overall score for the mean as indicated in the table above is 2.9 and has the descriptive equivalent of satisfied. This means that the level of employees production is manifested in most instances. Table 1.2 represents 2Bebz Salons level of employees productivity which has the descriptive equivalent of satisfied and the mean indicated is 3. Furthermore, it is revealed that the items on the level of productivity are very important and has a higher mean with descriptive equivalent of satisfied in the majority of the cases. This shows that the employees productivity showed in table 1 has the majority result on satisfaction in all items reflected on the said table.

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Table 2.1 Summary of results for the level of customer satisfaction at DInfinity Salon and Spa ITEMS The skills showed by the employee. Competency of the employee. Efficiency of the employee. (Performing the services in an organized and time saving way.) Interpersonal relationship of the employees. Proper grooming and hygiene of the employee. Observance of health and sanitation inside the salon. Availability of varied beauty products for customers to choose from. Quality of the beauty products used. Prices of products and services. OVERALL MEAN DESCRIPTION 3.2 3.2 3.2 2.9 3.4 3.6 3.2 3.2 3.1 3.2 satisfied satisfied satisfied satisfied satisfied satisfied satisfied satisfied satisfied satisfied

Table 2.2 Summary of results for the level of customer satisfaction at 2Bebz Salon

ITEMS The skills showed by the employee. Competency of the employee. Efficiency of the employee. (Performing the services in an organized and time saving way.)

MEAN DESCRIPTION 3.6 3.4 3.4 satisfied satisfied satisfied

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Interpersonal relationship of the employees. Proper grooming and hygiene of the employee. Observance of health and sanitation inside the salon. Availability of varied beauty products for customers to choose from. Quality of the beauty products used. Prices of products and services. OVERALL

3.5 3.4 3.5 3.7 3.7 3.3 3.6

satisfied satisfied satisfied satisfied satisfied satisfied Highly satisfied

Table 2.1 presents the results for the level of customers satisfaction for DInfinity Salon and Spa. The average total percentage of customers satisfaction in employees productivity.is 3.2 and its equivalent is satisfied. This further

discusses that employees need to exert more effort in providing or rendering services towards their customers as shown in the items # 2, 3 & 4 which rates the competency, efficiency and proper grooming of the employee. For item #9, the mean score which is 3.3 is shared by the employer and the employee because prices for products and services are decided by the employer. Table 2.2 also represents summary of the results for the level of customers satisfaction for 2Bebz Salon. The average total percentage of customers satisfaction is 3.6 depicting a higher result from table 2.1 which has a highly satisfied description as compared with the DInfinity Salon and Spa

Significance on the correlation between gender sensitivity and employees productivity

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Gleaned in tables 1.1, 1.2, 2.1 and 2.2 are the results on the test of significance on the correlation between gender sensitivity and employees productivity. Findings of the study divulged that the computed p-value for the correlation between employees productivity is 2.95 which has the description equivalent of satisfied and customers satisfaction is equivalent to highly satisfied for as reflected on tables above. This leads to the acceptance of the hypothesis which states that there is a significant correlation between gender sensitivity and employees productivity.

Table 3
Significance on the Correlation between Customers Satisfaction and Employees Productivity Level

Customers Satisfaction DInfinity Salon and Spa 2Bebz Salon Grand Mean 3.2 3.6 3.4

Employees Productivity 2.9 3.0 2.95

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Chapter 4 DISCUSSIONS

In this chapter, discussion of the subject study was carefully assessed by the researchers so as to come up with a more vivid understanding with this study. The researchers agreed to take 2Bebz and DInfinity Salon and Spa since these kind of establishments have employees that will serve as appropriate subject study of this research paper. Gender sensitivity is about sexual differences, which means that the proportion of males and females in the workplace is experiencing discrimination from employer, co-workers and customers. This has been very common especially from the past decades wherein female workers are deprived of higher pay from work, mothers were not easily accepted when applying for work due to the reason that it might affect their working conditions and homosexuals were being teased or sometimes abused by their co-workers morally or financially. Organizations, companies and establishments can be successful

business-wise if there is gender diversity in the workplace and avoid belittling the capacity of the employees to become productive. Providing equality on

employees benefits, the chance to be promoted irregardless with the gender and to be treated equally whether the employee is male or female or belonging to a low or high ranking position will benefit the company at the same time creates a healthy competition and productive attitude among the employees.

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2Bebz and DInfinity Salon and Spa are two establishments which the researchers deem it more appropriate as paradigm for the study because these two establishments have female and male employees and in most cases these employees are experiencing gender sensitivity because the daily competition level is high thus affecting the employees productivity. With the two salons that the researchers have observed, various employees worked as manicurists and hairdressers and customers come to these establishments for make-over or for just plain nail cleaning and designing. The researchers noticed that customers that come to this establishment are regular patrons or clients of the employees although there were few customers that were considered as walk-ins or new customers. The researchers deem that these establishments are suitable for the research study because gender diversity was feasible among the employees such as gays, working mothers and single ladies competing with each other to get more regular customers as these are the basis in getting bigger take-home pay as well as winning the leadership among the group. The researchers self-administered questionnaire patterned from a Lickert scaling technique were handed to selected employees and customers and were collected back after the questionnaire were filled-up. There were two sets of questionnaire formulated by the researchers: one set for the customers and one set for the employees. Customers were included to fill-up the questionnaire in order for the researchers to come up with unbiased tabulated results. Questionnaires were formulated according to what the customers normally expect from the employees. Furthermore, the second set of questionnaire was

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formulated for the employees of the 2 salons wherein employees rate the workplace, and the work attitudes of their co-workers inside the salon. Chapter 5 CONCLUSIONS AND RECOMMENDATIONS

The findings and results of this study are summed up in this chapter. The recommendations and conclusions offered by the researcher are also included herein. The main purpose of this study is to determine the Gender Sensitivity and Employees Productivity. Specifically, it sought answers on the following questions: 1. What is the distribution of employees according to: a) b) 2. Diverse Gender Nondiverse Gender?

What is the level of production of employees in terms of: a) b) Diverse Gender; and Nondiverse Gender?

3.

What is the level of customer satisfaction in diverse and non-diverse

employees? 4. Is there a significant relationship between employees productivity and the

nature of beauty salon such as non-diverse and diverse employees? Descriptive method of research was the design employed in the study. Data gathered were subjected and treated to these statistical tools namely: percentage, mean and Pearson-r.

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In this chapter, the researchers presented the conclusion of the study including the recommendations. Based from the finding of the study, the following conclusions are drawn: 1. The level of productivity of employees is 3 which is equivalent satisfied as referred to table 1s description. This explains from the table that Item nos. 1, 2, and 6 from the Table 1 garnered 2.6 scores, which showed that the employees are dissatisfied more particularly with the workplace and working attitude of their co-employees. 2. The level of customers satisfaction is 3 which is equivalent to satisfied. Table 2 shows that item no. 9 being the lowest score showed that employee were not totally affected with the scoring because the prices and services concerns the employer. 3. There is a significant relationship between the level of productivity and the customers satisfaction in gender sensitivity and employees productivity.

Conclusions Based from the finding of the study, the following conclusions are drawn: 1. The level of productivity of employees was of satisfactory level. Although workplace and work attitudes of their co-employees scored 2.6, the employees competitiveness were not affected with the workplace and work attitudes thus making the employees productive and provide satisfactory services towards their customers.

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2. The level of customers satisfaction was of satisfactory level. Table 2 shows that majority of the customers are satisfied with the services and of the salon employees. 3. There is a significant relationship between the level of productivity and

customers satisfaction in Gender Sensitivity and Employees Productivity.

Recommendations On the basis of the foregoing findings and conclusions of the study, the following recommendations are offered: 1. To Employers. It is best for the employers of any companies to have

knowledge with regards to the employees satisfaction irregardless of the gender of the employees. Most specifically, the workplace should be first and foremost comfortable for this is where productivity of employees are manifested through harmonious environment with co-employees. 2. To employees. Productivity starts with employees work attitude, competency and skill. Gender should not be taken seriously since productivity does not

depend on what gender does an employee belongs.

3. To students. This study enables future researchers with additional information in conducting the same research study.

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Gender Sensitivity And Employees Productivity at DInfinity Salon and Spa and at 2Bebz Salon, Davao City

A Thesis Presented to the Faculty of Arts and Sciences Department

Mijares, Lythel Angelique S. Cardao, Anne Murray C. Jalalon, Elaissa Kaye S. Digao, John Paul O. Tenajeros, Lyndel L. Tejada, Jenelyn M. Juntilla, Trisha A.

April 2012

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TABLE OF CONTENTS Page Chapter 1. INTRODUCTION 1.1 Introduction 1.2 Review of Related Literature 1.3 Theoretical Framework 1.4 Conceptual Framework 1.5 Statement of the Problem 1.6 Hypothesis 1.7 Significance of the Study 1 2 9 13 13 14 14

Chapter 2. METHOD 2.1 Research Design 2.2 Setting 2.3 Measure 2.4 Participants 2.4 Procedure 15 15 16 17 17

Chapter 3. RESULTS Chapter 4. SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 4.1 Conclusions 4.2 Recommendations

19 23 24 24

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LIST OF TABLES No. 1 2 Title Level of Employees Productivity Level of Customers Satisfaction Page 19 21

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LIST OF FIGURE No. 1 Title The Conceptual Framework of the Study Page 13