Course Title: Course Id: Section:

Fundamentals of Computer system CIS101 14

Final Project

Semester: Summer 2022

Independent University, Bangladesh
Submitted to: M. ISHTIAQUE RAHMAN
Submitted by: Fahim Ahmed
Date of Submission: 27-08-2022
Table of Contents
Abstract.......................................................................................................................................................3
Introduction.................................................................................................................................................4
Review of Current literature........................................................................................................................4
Findings:..................................................................................................................................................5
Gender bias in company practices and structures.......................................................................................5
Performance evaluation..........................................................................................................................5
Project assignments.................................................................................................................................5
Meritocracy.............................................................................................................................................6
Leadership development programs.........................................................................................................6
Norms......................................................................................................................................................6
Analysis of gender gaps...............................................................................................................................6
Gap and research question:.........................................................................................................................7
Problems faced:...........................................................................................................................................7
Methodology:..............................................................................................................................................8
Outcome of the graph and Information......................................................................................................8
Conclusion.................................................................................................................................................11
References.................................................................................................................................................11

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Abstract
The research was based on the gender bias that affects the whole world in different environments
and situations experienced by males and females. This Investigates trends in gender inequality
and the gaps that occur very often. By the help of surveys, I have collected some data that
specifically point out differences in gender gap and results that have an impact in many regions
economically and pressure in the workplace. Globally, women are underrepresented in
corporations, and the share of women decreases with each step up the corporate hierarchy.
Women encounter many barriers to advancement into corporate leadership positions, and these
barriers include gender-based discrimination as well as eliminate gender bias. Many companies
have shown their commitment to gender equality by establishing family friendly policies and
facilitating women’s careers and professional networks. Nevertheless, eliminate gender bias
continues to impact women in the workplace, and more must be done to enable highly skilled
women to advance into leadership positions. This research note provides a review of eliminate
gender bias and its role in impeding women’s career advancement before discussing how to
mitigate and overcome eliminate gender bias in the workplace.1 The first part of this research
note explains eliminate gender bias and provides examples of challenges to women’s career
advancement that arise from it. The second part examines mitigation measures and their
effectiveness to date. The third part describes practical steps that employers’ organizations can
take to help their members to reduce the impact of eliminate bias.

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Introduction
How can global gender biasness be eliminated?
The global gender bias is one of the most crucial matters that is not much considered to be taken
seriously in many regions specially Asian countries like Bangladesh, India, Pakistan, etc. but the
main focus comes to the extent of the gap created between women and men being related to
dimensions like employment,pay,education,workplace. By the prosperity just as a value
viewpoint, the gender bias imbalances are as they have experiences of injustice in a bad form of
value in equality.
Therefore these elements of biases inherent grounds as most researchers examined the impacts of
inequality being judged in many misconceptions, however other significant data can give us the
mindfulness to stop such stereotypes and the importance of why this matter especially in the
workplace and households.
Similarly I made some improved questions that are mostly asked and judged and having to make
the survey will help us reach our exact data and graph of the variety of opinions shared by mostly
students and working employees being harassed and how this sort of problems can be sorted out.

I will be comparing two similar research paper in terms of literature as both the research paper
have been implemented about the impacts of negativity occurring decreased gender gap of both
male and female in the grounds of: 
 social inclusions.
 job segregation
 discrimination in the workplace
 unusual pay (gender gap)
Therefore, the next segment will be summarizing the general findings of this research paper.

Review of Current literature

1. Gender equality: Why it matters, especially in a time of crisis. World Bank. (n.d.).
https://www.worldbank.org/en/news/opinion/2020/04/13/gender-equality-why-it-matters-
especially-in-a-time-of-crisis
 This article contains and gives an outline of the performances gender inequality,
outcomes,challenges faced in different environments.
 Women are being predominated and men are being prioritized more in the field of
management.its a key concern as most women are lagging participation in organizations.
 However crises are being present an opportunity to improve gender biasness.

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Findings: 
This indicates some illustration of data that they have estimated about women’s
participation decreasing in organizations for about 15% of its GDP. Identically they
illustrated without any graph some figures that if women had more interest in joining as
men they would increase for about 26% of global GDP. There are various illustrations of
the role gender bias plays and voting rights for women and men who were introduced
into international law by the United Nations Commission on Human Rights.

 Here the research is mostly about the discrimination faced between the gender and how
measures could be taken to improve the problems.
 They have explored the importance of the working environment and social inclusions and
informations available to compare countries risks and what sort of impacts they would
face.
 The norms faced in society as in household this affects many people as equality does not
prioritize in most cases.
So generally, the contributions include to understand the facts of the relationship between gender
how they have discovered numerous measurements of gender inequality and how gender
convergence the social ethnicity and other various dimensions with many illustrations that they
have shown clearly.

Gender bias in company practices and structures

In recent years women have gained significant ground in the world of work. They have entered
many sectors and excelled in fields that were once the exclusive domain of men. Despite the
progress that has been made toward gender equality, women are sometimes held back by
company practices and structure that are biased toward men. This section provides an overview
of human resources practices and other factors in which eliminate bias may hinder the career
advancement of women.

Performance evaluation
Processes and programmes that reflect stereotypically masculine criteria naturally place women
in worse positions and negatively impact their opportunities. Talent management documents may
have promale definitions of leadership, and some talent management criteria and competencies
included in performance review documents have a masculine bias. For instance, the McKinsey
report Women Matter cited one company’s performance indicator “unfailing availability and
total geographical mobility” as a leadership criterion. In general, the reduced domestic
obligations of men make it easier for them to be available and geographically mobile. Thus, this
criterion has a pro-male, pro-childless bias, and thus penalizes women, particularly working
mothers.

Project assignments
Leading or participating in an important project increases an employee’s visibility and
competitiveness for promotion. Staff are generally assigned to projects in one of two ways.
Senior executives or teams of employees were often involved in the assignment decision for
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projects with high visibility, high consequences, significant responsibilities, and/or requiring
highly specific skill sets or competencies. Assignments to lower profile projects are often made
selectively by business unit managers or designated employees.5 In either case, the decision
about who should be assigned to a project may be impacted by stereotypes and eliminate biases.
In the absence of first-hand knowledge of the staff and experience or training to minimize the
impact of gender bias these decisions may rely heavily on perceptions that result from
stereotypic impressions rather than on the employee’s skills and merit.

Meritocracy
Companies tend to prioritize and focus on performance. However, the “paradox of meritocracy”
is that the rewards of strong performance may accrue to the employees that already enjoy
significant advantages. Where women incur social or cultural disadvantages, a purely merit-
based performance appraisal may simply reinforce those inequalities. Furthermore, managers
may be over-confident in their capacity to make impartial judgements and may be unaware of the
gender stereotypes they hold. In contexts that emphasize meritocracy, safeguards are needed to
minimize managerial discretion and ensure accountability. Compensation and promotions
committees should consider the possibility of eliminate bias if the performance management
policy and procedure allows the manager a high degree discretion, as this could work against
female employees.

Leadership development programs

Men and women rarely have equal access to participation in leadership development programs,
even though this is critical for progression up the corporate hierarchy. Programs are primarily
offered for senior leaders or those thought to have high potential. Employees do not have equal
access to these opportunities. Women reported far fewer interactions with a senior leader than
their male counterparts and this gap widens with career advancement. At the senior management
level, only 51 per cent of women compared to 62 per cent of men reported that they interacted
with a company leader at least once a week.

Norms
Workplace norms may hinder women’s careers. For example, when senior leadership positions
are held exclusively by men (which is indeed the typical phenomenon), it perpetuates the “think-
manager-thinkmale” perspective. Companies should be mindful of the visibility of minorities and
the impact it has on the stereotyping of social groups.8 Furthermore, policies such as quotas may
also (but not always) create the impression that women’s token presence is sufficient progress
toward gender equality, doing away the need to continue to work to overcome the fundamental
issue of gender bias.

Analysis of gender gaps

This method builds on the assumption that gender gaps in workplaces arise in part from gender
bias. Common gender gaps include both career advancement and pay, as well as gaps in hiring
and opportunities for mentoring and professional development. An analysis of these gaps may
show the impact of unconscious gender bias. A gender gap has been observed in corporate jobs
that are prerequisites to leadership positions and executive management, such as line functions

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(positions with profit-and-loss responsibility or a focus on core operations). McKinsey and
Company’s analysis of data from 132 companies showed a correlation between an employee’s
function and his or her gender. At more senior levels, women tend to shift from line functions to
staff roles (positions in human resources and public relations) resulting in few women remaining
on the path to the highest level of management.The tendency for women to take staff roles while
men take sales and general management roles, suggests the presence of an unconscious gender
bias dividing men and women. A study of employees of a large service organization found that
even when there are no gender differences in performance appraisals, more men than women
received promotions. This occurred even when the organization explicitly linked rewards to
performance.Bohnet argued that the performance-reward bias towards men may result from the
stereotype that women would not demand or negotiate a promotion. Another study examined
data of more than 8,000 employees in a firm in the financial sector and found a larger gender gap
in bonuses and variable pay than in base salary or merit raises after controlling for performance.
Bohnet attributed this to the lack of formal rules for the distribution of bonuses and variable pay
while the base salary was subjected to formal rules. Unconscious gender bias appears to have a
greater negative impact on women when decisions are made in the absence of formal rules.
Unconscious bias can also impact how employers view prospective employees who are parents.
A study compared equally qualified candidates and found that mothers were significantly less
likely to be recommended for hire or when they were recommended for hire, they were offered
starting salaries on average US$11,000 lower than equally qualified childless women. Fathers,
by contrast, were not penalized when compared to childless men, but were offered significantly
higher salaries than childless men.This difference suggests the influence of a bias that penalizes
women, particularly working mothers. Employees need feedback on their work as a critical
contribution to their efforts to improve their performance. McKinsey found that women received
less feedback than their male counterparts despite asking for informal feedback as often as men
do.

Gap and research question:

My research questions are: how global gender bias can be maintained? And this will help me to
collect various data and information to find accurate measurements to maintain social beliefs and
also generalize specific beliefs of different comments as to present as most of them can be
answered from the sources, I tried to make some clear objections as this topic is very sensitive as
most people think that this only about women where as I clearly mentioned that this is about both
the genders.  I want to find the major aspects to solve issues and the main areas of gender
dimensions.
1. If you are a men/woman, what discrimination do you face in? choose any one or two.
2. Do you think gender equality is for only female fight?
3. What is the initial way to maintain gender biasness in the workplace? select any two.
4. Do you think men and women have different priorities in the workplace?
5. What sort of problems do organizations face due to gender biasness?
6. How Can We Stop Gender Discrimination?

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Problems faced: 
 The problem that I faced is I wasn’t able to make out a graph from google sheets as I didn’t
know how to change the values from the pie chart and I didnt also get the right information when
I wanted to get the actual data of the differentiation,however I did get similar opinions from my
friends and family about the improvements that can be made in job sectors mostly.

Methodology:
 I was able to find many problems faced in different sectors so I constructed the questions on
surveys in a way where they would have to select any one or two categories. I could observe a
few solutions too and design my charts to represent my documentation.

Outcome of the graph and Information

According to the survey that I have created the results are been collected and bring out the main
findings of my research.

1. it had been estimated that around 40% of both men and women are facing inequality in
the workplace mostly due to discrimination and 40% in the educational institutes, this
indicated that sometimes even because of religious factors for example wearing a scarf of
women in france was banned and this had a negative impact also for men’s attire, skin
colour as figure also claims, being judged due to the way they talk as this affects culture
too.

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2. Most community and society believe that ever since gender equality was introduced it
had been about female rights in the past, but recent years, I have read many articles and
research papers that highlight that now the thinking of many people are changing and this
highly affects in figure 1.3 as most said “no”. So, this shows that “Gender equality is at
the very heart of human rights and United Nations values. Equality and non-
discrimination are fundamental principles of the United Nations Charter, adopted by
world leaders in 1945”

3. When it comes down to it, gender bias can happen at all stages of recruiting, hiring and
retaining employees. In this section, we’re going to break down some key areas where

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 gender bias affects candidates and their careers. So, both genders must have a review on
salary and standardize pay and also educate leadership.

4. In figure the most genuine observation was on the results that I found was that priorities
are being overpowered in the organization and how inequality is being raised due to the
judgments of the perception in an organization. This highly affects gender gap too as
most are taken to job due to their outlooks instead of overlooking on experiences, and
talents acquisitions.

5. So we can see the most of respondent response sort of problems do organization face due
to gender biasness is limited attention to neglected group of issues.

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 6. A single moment can spark a revolution, collective actions can transform laws, creative
expression can change attitudes and an invention can alter the course of history. It’s these
threads that weave together to propel the women’s movement — even in the face of
obstacles. Discover how some of these strands, big and small, have shaped your lives,
and the rights and lives of women and girls worldwide. So, we can see stop gender
discrimination ensure equal access to education, workplace, medical care.

Conclusion
In conclusion my research will help people to understand the importance of being generalized the
need to accelerate the gender rights and meet the expectations which can be a great effect to

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promote the values as I can generate from my research graphs that both gender requires respect
in the society and workplace and endeavor solutions to fight major circumstances in any
environment and to educate higher authorities about gender bias. This will help people
understand the wrongdoings and to normalize equal rights and responsibilities.

References
1. Gender equality: Why it matters, especially in a time of crisis. World Bank. (n.d.).
https://www.worldbank.org/en/news/opinion/2020/04/13/gender-equality-why-it-matters-
especially-in-a-time-of-crises
2. Mateos, J., Fernández-Sáez, J., Marcos-Marcos, J., Álvarez-Dardet, C., Bambra, C.,
Popay, J., ... & Baum, F. (2020). Gender equality and the global gender gap in life
expectancy: an exploratory analysis of 152 countries. International Journal of Health
Policy and Management.
3. I. Bohnet: What works: Gender equality by design (Cambridge, Massachusetts: Belknap
Press of Harvard University Press, 2016).
4. Professionals Australia: Unconscious gender bias in the STEM professions (Melbourne,
2015).
5. Gender equality: Why it matters, especially in a time of crisis. World Bank. (n.d.).
https://www.worldbank.org/en/news/opinion/2020/04/13/gender-equality-why-it-matters-
especially-in-a-time-of-crises

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