Increasing gender equity and representation of minority groups has long been recognized as a core condition of achieving social equity. This is especially because gender inequality, manifested through adverse treatment such as discrimination, imposes large costs on employees, employers, and societies. In this context, it is not surprising that organizations large and small have been engaged in diversity management efforts as a way to increase organizational equity. However, diversity itself may not always lead to equitable outcomes, especially if it is not accompanied with changes to organizational cultures, norms, and leadership. The focus of this paper is on the determinants gender discrimination. Using a unique panel dataset of managers from South Korea, we examine whether and how workgroup gender context, leadership, supervisory behaviors, and family supportive cultures predictor gender discrimination. The findings shed light on the importance of gender representation at different levels of the organization, and cultural change as ways to mitigate gender based discrimination.
Read full abstract