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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Global workforces are still impacted by gender inequalities – there remains a gender gap in pay, in access to roles of responsibility and in terms of work-life balance. A challenge facing gender equality in the workplace is an agreed definition – organizations, managers and employees have different social representations of gender equality and place differing levels of importance on different dimensions. This can affect implementation of gender equality policies in the workplace, which rely on the goodwill of individuals to put policy into practice. Organizations need to recognize which dimensions are most important to their workplace in order to successfully implement equality.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The benefits of gender diversity in the workplace are well-established. Consequently, many organizations have policies or programs in place to encourage hiring women. Despite this, the gender gap remains, particularly in terms of compensation and promotion and progress appears slow. This paper aims to examine the benefits of gender diversity and common approaches to enhance it. It then reviews lessons from global research and suggests applications.

This practitioner study reviews the literature to identify arguments for gender equality in the workplace, progress in gender equality and common organizational approaches to equality. It presents snapshots of two global studies examining gender equality. It draws implications and applications from these studies.

Gender equality remains elusive and difficult to achieve despite efforts on the part of leaders to encourage it. Insights from research provide compelling reasons in terms of organizational outcomes for female hiring, development and promotion. Additionally, insights into organizational culture help leaders identify barriers to gender equality.

This paper presents insights into the need for and benefits of gender equality in organizations. A review of two global studies provides compelling reasons for leaders to recommit themselves to their gender equality and address needed changes in organizational culture.

This work deals with social representations of gender equality in the workplace. Little academic work deals with the way workers define gender equality. My research also deals with the implications of this definition in terms of policy implementation.

This work is based on a mixed-method approach. A quantitative study based on an online survey conducted in 2015 at a French company is mobilized to identify and measure the main representations of gender equality among the workers. Then, a qualitative study is used to explore these representations in depth and to examine how they influence the implementation of policy on gender equality.

This work shows that for French workers, equal pay and equal access to responsibilities are the most important dimensions of gender equality, while gender diversity and work-life balance seem less important. The representation of gender equality varies according to gender, professional field and managerial status. These variations help to understand the difficulty of implementing such policy.

Managerially, these results would strongly indicate that companies in France, but also in other developed countries, should consider carrying out awareness campaigns aimed at employees in order to promote a common culture and definition of gender equality. Indeed, the coexistence of various representations of gender equality partly explains the insufficient implementation—and thus the poor performance and general effectiveness of gender equality policies, both in theoretical and practical terms. Companies should also consider introducing awareness campaigns that specifically target men, who grant less importance to gender equality than women.

This study deals with social representations of gender equality in France, a subject which has been largely neglected or overlooked in existing fields of gender research. The international literature on gender equality shows that variations in representations of gender equality constitute a major subject for research and policies about gender, whatever the country. However, this topic still remains inadequately addressed. This research aims to strengthen such research literature dedicated to the issue of gender equality.

This research article explores several questions about assessing the impacts of fathers' parental leave take up and gender equality. We ask: How does the conceptual and contextual specificity of care and equality shape what we focus on, and how, when we study parental leave policies and their impacts? What and how are we measuring?

The article is based on a longitudinal qualitative research study on families with fathers who had taken parental leave in two Canadian provinces (Ontario and Québec), which included interviews with 26 couples in the first stage (25 mother/father couples and one father/father couple) and with nine couples a decade later. Guided by Margaret Somers' historical sociology of concept formation, we explore the concepts of care and equality (and their histories, networks, and narratives) and how they are taken up in parental leave research. We also draw on insights from three feminist scholars who have made major contributions to theoretical intersections between care, work, equality, social protection policies, and care deficits: Nancy Fraser, Joan Williams, and Martha Fineman.

The relationship between fathers' leave-taking and gender equality impacts is a complex, non-linear entanglement shaped by the specificities of state and employment policies and by how these structure parental eligibility for leave benefits, financial dimensions of leave-taking (including wage replacement rates for benefits), childcare possibilities/limitations and related financial dimensions for families, masculine work norms in workplaces, and intersections of gender and social class. Overall, we found that maximizing both parental leave time and family income in order to sustain good care for their children (through paid and unpaid leave time, followed by limited and expensive childcare services) was articulated as a more immediate concern to parents than were issues of gender equality. Our research supports the need to draw closer connections between parental leave, childcare, and workplace policies to better understand how these all shape parental leave decisions and practices and possible gender equality outcomes.

The article is based on a small and fairly homogenous Canadian research sample and thus calls for more research to be done on diverse families, with attention to possible conceptual diversity arising from these sites.

This research calls for greater attention to: the genealogies of, and relations between, the concepts of care, equality, and subjectivity that guide parental leave research and policy; to the historical specificity of models like the Universal Caregiver model; and to the need for new models and conceptual configurations that can guide research on care, equality, and parental leave policies in current global contexts of neoliberal capitalism.

We call for a move toward thinking about care, not only as care time, but as responsibilities, which can be partly assessed through the stories people tell about how they negotiate and navigate care, domestic work, and paid work responsibilities in specific contexts and conditions across time. We also advocate for gender equality concepts that attend to how families navigate restrictive parental leave and childcare policies and how broader socio-economic inequalities arise partly from state policies underpinned by a concept of liberal autonomous subjects rather than relational subjects who face moments of vulnerability and inter-dependence across the life course.

The purpose of this paper is to explain progress, or the lack of it, in achieving workplace gender equality goals prescribed by affirmative action regulation by using concepts from soft regulation and organizational learning.

The research design is a longitudinal study (2002-2012) of a critical case, that of a single large organization in the male-dominated steel manufacturing, distribution and mining industries. The case focusses on the evidence about organizational learning to be found in that organization’s reports to government on its activities to promote workplace gender equality.

While other factors play a role, the apparent failure of the soft regulation to generate a significant shift in gender equality outcomes may also be attributed to ineffective organizational learning, demonstrated by the absence of systematic reflection within the organization on how to improve workplace gender equality, and the lack of firm targets and external benchmarking.

Self-reported data may be overstated or incomplete. More research is needed to confirm the nature of the specific learning processes occurring within organizations.

Absent the advent of hard sanctions in workplace gender equality regulation, the responsible government agencies may find it valuable to focus on ways to encourage target organizations to develop competence in organizational learning.

More effective gender equality regulation may change organizational policy and practice and improve work opportunities for women.

Rather than concluding that the only alternative, when soft regulation is unsuccessful, is hard regulation, this paper shifts the focus to ways that soft regulatory processes might be improved to strengthen their effect.

The purpose of this paper is to review historical and contemporary union driven advances in gender and race equality within the movement and the workplace in order to show how far unions have come in the last 50 years, but also to identify continuing equality deficits.

As well as reviewing extant literature in order to provide historical background, the paper draws upon original analysis of the series of biennial TUC Equality Audits, the latest SERTUC equality survey and interviews with national union officers responsible for equality in large-, medium- and small-sized unions.

Over the last 50 years, unions have made considerable progress in representing women both in leadership and democratic structures as well as in the workplace bargaining and consultative arena. However, BAME members remain underrepresented in both domains. A hostile socio-economic/political context threatens to hinder further progress.

It is quite clear that the authors cannot assess unions’ current record on equality by reference only to outcomes and benefits of big set-piece organisation, industry or sector negotiations. Future research could usefully explore in more depth unions’ qualitative contribution to workplace equality practices in context of challenges in the internal and external environments.

Unions need to step up commitment to integrating equality into the bargaining agenda. They also need to continue investing in campaigning activities and identify ways of making successful outcomes more visible within the union, to members and to non-unionised workers. Workplace unions need to develop strategies to confront the fact that strong equality policies do not necessarily translate into good workplace practices.

The paper provides a long-term evaluation of union progress on equality within the movement itself and the workplace.

This paper examines the challenges posed for employers by gender equality in the workplace, in a seemingly favourable institutional context (the province of Quebec, Canada), and the reasons why employers adopt (or not) gender equality measures (GEMs) exceeding legal requirements.

The approach draws on both institutional theory and the strategic human resource management (SHRM) approach. Our research is based on a quantitative study involving human resource management professionals in Quebec (n = 296).

The results allow us to link GEMs with certain SHRM orientations (Yang and Konrad, 2011) and institutional pressures (Lawrence et al., 2009). The findings show that, for approximately two-thirds of the employers in the sample, gender equality was not a strategic priority. Consistent with our hypothesis, a greater number of GEMs were found when gender equality was a strategic priority for the employer. Unionization and legal requirements were also positively correlated with the presence of GEMs.

The findings indicate a combined effect of SHRM and institutions on GEMs. They point out the relative dependency of employers on the pressures stemming from the institutional framework, and it captures some of the current challenges involved in adopting a SHRM approach with a view to achieving gender equality.

This study aims to analyse the present situation of gender inequality in the workplace in India, examine the legal provisions that address gender inequality in India and evaluate and assess the recommendations made to eliminate gender imbalance at workplaces in India.

This study will adopt an exploratory research design to help identify and describe the most pressing problems and developments in the field. For this purpose, a secondary data collection approach is adopted. This study will acquire data through secondary means. This study will gather secondary data through the course of existing literature, judicial decisions and other authentic and published sources.

Legislative and judicial efforts alone are not enough to achieve gender equality. The mindset of people, in general, has to change through awareness. Unless a law is supported by public opinion, it cannot achieve its goal.

This study is limited to gender inequality in the workplace only. In addition, the judicial perspective on gender disparity in India is examined in this paper. As a result, the findings cannot be applied to other situations.

This study deals with gender inequality in the workplace from legal and judicial perspectives and discusses that social change can be brought only by enacting laws but by public awareness.

Chief executive officers (CEOs) are increasingly seen as change agents for gender equality, which means that CEOs have to lead others to achieve gender equality. Much of this leadership is going to happen through talk, which raises the question as to how CEOs talk about gender equality to act as change agents. The purpose of this paper is to understand the arguments of CEOs deploy.

Drawing on interviews with global CEOs, who have publicly supported gender equality work, the article draws on discourse analysis to understand the arguments of CEOs deploy.

The analysis shows that CEOs deploy three arguments. First, CEOs argue that women bring special skills to the workplace, which contributes to a female advantage. Second, CEOs argue that the best person for the job is hired. Third, CEOs talk about how biases and privilege permeate the workplace. The analysis shows that CEOs are often invested in essentialised views of gender while holding onto ideals of meritocracy.

The article suggests that how leaders talk about gender equality leads to continuity, rather than change in regard to gender equality.