Gender and Employment: A Guide to Fair Work

A GUIDE TO FAIR WORK Her Work. Her Worth. Women are nearly half the worldʼs workforce, yet the workplace still isnʼt equal.

F A C U L T YSOCIAL SCIENCES AND HUMANITIESC O U R S E C O D EAH31103C O U R S E T I T L EGENDER AND EMPLOYMENTL E C T U R E RENCIK MOHD. ASARAF BIN SAHIMUNG R O U P M E M B E R SNURUL HAMIZAH RASYIDAH MUHAMMADAZRINE NATASHA BINTI ABDON @ NASIRWELANIE VALERIE WILSONADAM SYAHMI BIN WEST@MOHD AZIZULKENNEY ROBERT KUNDIPAUFair work, for everyone.

Introduction.Gender and employment are closely connected. Fair workplaces expand opportunity and value people's contributions, creating stronger teams, more inclusive organisations and a fairer society for all. However, women worldwide still face systemic barriers. They remain less likely to participate in the labour. Women's labour force participation has declined from 51.0% in 1995 to 48.6% in 2026 and still hold only 30.5% of managerial positions worldwide.In this guideUnderstand workplace barriersExplore practical ways to improve fairnessSupport change through shared responsibilityInternational Labour Organization. (2026). Employment and social trends 2026

Current Issue.Gender and Employment

1 2 ISSUE 1 The Pay Gap Globally, women earn about 20% less than men on average For every 100 units men earn, women earn about 80. Equal pay for work of equal value is still not a reality in most countries. The gap is even larger for women from racial and ethnic minorities, women with disabilities and migrant women. Sources: UN Women (2025); ILO

ISSUE 2 The Glass CeilingSome women face barriers to promotion and leadership because of gender stereotypes, discriminatory decisions and unequal access to opportunities. Their skills and qualifications may be overlooked. Women hold about 30% of management roles worldwide (ILO, 2023 data) Women are sometimes viewed as less suitable for leadership positions because of stereotypes that men are more decisive and capable of managing teams. Break the glass ceiling, let women lead! Sources: ILO (2025); WEF Global Gender Gap Report 2025

ISSUE 3 A fair path to leadership Women do roughly three-quarters of the worldʼs unpaid care and domestic work (ILO, 2018). Many have to cut hours, take informal jobs or leave work together. They called it the “motherhood penalty.ˮ Source: ILO (2018), Care work and care jobs for the future of decent work The double burden: paid work plus unpaid care An estimated 708 million women worldwide were outside the labour force because of unpaid care responsibilities in 2023 (ILO, 2018)

ISSUE 4 Sexual Harassment and Workplace Safety Women experienced unwanted sexual comments and inappropriate touching at work Only about half of victims tell anyone. Source: ILO–Lloydʼs Register Foundation–Gallup (2022) The ILO reports more than 1 in 5 women at work have experienced sexual harassment.

ISSUE 5 Informal work and job insecurity Many women, especially those in informal or low paid jobs, face unstable incomes, limited benefits and unsafe working conditions. Unprotected jobs Risk of Job Loss Source: The UN's 2025 analysis highlights women's overrepresentation in vulnerable, unprotected jobs and persistent occupational segregation domestic work, garment factories, agriculture and street vending, with no contracts, maternity leave or health coverage. Women in temporary or informal employment can lose their jobs easily without warning.

NEXT SECTION THESE ISSUES SHARE ROOTS Next: the causes and challenges behind them, then real examples, strategies and the way forward.

the causes & challenges faced by female workers. Liepmann, H., & Hegewisch, A. (2025). Revisiting occupational segregation and the valuation of womenʼs work. gender pay gap. Why do women experience earnings inequality & how does it affect their financial security?the causes: occupational segregation - women are often concentrated in occupations or sectors that pay less than male dominated fields gender discrimination - gender bias or discriminatory pay practices can lead to unequal compensation unequal unpaid care responsibilities - women who reduce their working hours or interrupt their careers to care for family members may experience slower earnings growththe challenges: financial insecurity - lower earnings can make it harder to cover living expenses and unexpected costs reduced economic independence - women may have fewer financial resources to make independent decisions lower lifetime earnings - pay differences can accumulate throughout a personʼs working life

the causes & challenges faced by female workers. Beghini, V., Cattaneo, U., & Pozzan, E. (2019). A quantum leap for gender equality: For a better future of work for all. ILO. the glass ceiling. Why do women encounter barriers to senior management and how do those barriers affect their careers?the causes: gender stereotypes - leadership and authority may be associated more strongly with men than women unconscious bias - decision makers may favour male candidates when evaluating leadership potential biased promotion practices - promotion decision may not consistently recognise womenʼs qualifications, performance or achievementsthe challenges: slower career progression - qualified women may take longer to reach senior positions underrepresantation in leadership - women may have fewer opportunities to participate in high level decision making limited professional influence - women may have less authority to shape organisational policies and priorities

the causes & challenges faced by female workers. Brief, I. L. O. (2024). The impact of care responsibilities on womenʼs labour force participation. the double burden: paid work & unpaid care work. Why do women often carry a disproportionate share of household and caregiving responsibilities and how does this affect their employment?the causes: traditional gender roles - social expectations often position women as the primary caregivers and men as the breadwinners unequal dividion of household responsibilities - women may perform more cooking, cleaning, childcare and eldercare than their partners inadequate access to affordable childcare - high childcare costs or limited availability can force some women to reduce their working hours or leave employmentthe challenges: time poverty - women may have less time for rest, recreation and personal development because of competing responsibilities physical and emotional exhaustion - combining paid employment with extensie unpaid care work can affect well-being reduced career advancement - women may struggle to attend training, accept promotions or take on additional responsibilties

the causes & challenges faced by female workers. Violence, E. (2019). Harassment in the World of Work: Convention No. 190, Recommendation No. 206, and the accompanying Resolution. ILO. sexual harassment & workplace safety. What conditions allow harassment to occur and what prevents women from seeking protection?the causes: unequal power relationships - managers or senior enployees may misuse their authority over junior workers tolerance of inappropriate behaviour - organisations may normalise sexist remarks, intimidation or unwanted conduct fear of retaliation - women may worry about losing their job, promotions, income or professional opportunitiesthe challenges: psychological distress - women may experience tfear, anxiety and emotional distress reduced workplace confidence - women may feel less secure to expressing themselves profesionally difficulty concentrating on work - fear or ongoing harassment can interfere with employees ability to perform their duties

the causes & challenges faced by female workers. Liepmann, H., & Hegewisch, A. (2025). Revisiting occupational segregation and the valuation of womenʼs work. informal work and job insecurity. Why are some women likely to enter insecure or informal employment and what challenges arise from these working conditions?the causes: limited access to formal employment - women may face barriers to obtaining secure jobs with formal contracts and benefits economic hardship - financial pressure may force women to accept work with low pay, unpredictable hours or limited protection unequal caregiving responsibilities - some women seek flexible informal work because they must accomodate family responsibiltiesthe challenges: unpredictable income - workers may not know how much they will earn each week or month limited social protection - women may have lack of access to paid leave and other employment benefits greater vulnerability to exploitation - women with limited bargaining power may find it difficult to challenge unfair treatment

Real Examples

"MEN CAN LIFT MORE": THE EXCUSE THAT COST 19 WOMEN THEIR JOBSAround 19 qualified woman applied for warehouse jobs at a seafood wholesaler in Georgia. They been told the company prefered hiring men because “men can lift more” then women. Less qualified male aplplicants got the jobs instead. The U.S. Equal Employment Opportunity Commission (EEOC) sued under Title VII of the Civil Rights Act of 1964. $265,000 — the settlement the company paid after the EEOC sued.(Equal Employment Opportunity Commission. (2026). KGI Trading to pay $265,000 in EEOC sex discrimination lawsuit.)

FORCED TO UNDRESS TO PROVE SHE WAS MENSTRUATING35 women ordered to expose their undergarments in a toilet so mangers can check who was menstruating. Employer found guilty in violating their female workers dignity and privacy. Company then says the inspection was unauthorised - employer still held liable. The petition filed in February 2026 by the petitioner alleged violations of dignity, privacy, freedom from degrading treatment, and fair labour practices, and claimed her resignation amounted to constructive dismissal. In July 2026, court awarded KSh 1 million in general damages, plus costs, for violating constitutional rights.(Employment Tribunal. (2026). Cecilia Canha v ZVC UK Ltd (Case No. 6000552/2024))

TIMED BATHROOM BREAKS AND COMMENTS ABOUT WOMEN'S HEALTHEmployees at a Genpact office in Hyderabad alleged that bathroom breaks were timed and questioned, and that a manager openly said he was reluctant to have women on the team because of menstrual and maternity concerns. Bathroom breaks were tracked. Women's bodies were treated as a compliance problemComments were made about women's health and a female colleague who was menstruating when blood spilled onto a cafeteria chair reportedly felt compelled to photograph the stain because she feared being late and not being believed. A woman said her fiancé was in intensive care after an accident, and management questioned her availability for work the next day. Allegation under internal review.(People Matters. (2026). Genpact Hyderabad row: Employee posts allegations of long hours and gender bias.)

SAME JOB. SAME TITLE. $12,000 LESS.The EEOC sued the University of Texas Medical Branch (UTMB) under the Equal Pay Act of 1963, alleging that from October 2023 until about January 2026, UTMB paid a female solutions architect less than a male employee holding the same position. A female solutions architect was paid about $12,000 less than a man doing the same job, with the same title and responsibilities. The gap continued even after she earned a relevant master's degree and even after the employer ran a salary review. The woman performed work requiring substantially equal skill, effort, and responsibility under similar working conditions in the same facility. (Equal Employment Opportunity Commission. (2026). EEOC sues UTMB for pay discrimination)

3.1 MILLION WOMEN, ONE REASON: UNPAID CAREAbout 3.1 million women in Malaysia are outside the labour force or stuck in part-time work because of unpaid care. That care work is worth RM379 billion a year which is more than most formal industries. Malaysia's female participation rate would jump from 56% to about 83% if this women could work full-time.62.1% of women outside the labour force cite housework — compared with 4% of men. It is a structural example of how the unequal distribution of unpaid care operates as a labour- market gate. They are absorbing a care burden that the market and the state do not adequately socialise. The participation gap is not a skills gap or a "choices" gap. It is a time and responsibility gap.(UNFPA Malaysia. (2025). Op-Ed: Narrowing data gaps to ensure no woman or girl in Malaysia is left behind.)

29% EXPERIENCED IT. 69% NEVER REPORTED ITStudies and media action surveyed more than 2,800 media professionals across 21 countries in Southeast Asia, Sub-Saharan Africa, the Arab region, and Ukraine. 29% of all respondents reported experiencing sexual harassment at work. 69% of survivors did not report the incidents. Women faced 2.4 times more verbal sexual harassment than men and were 1.8 times more likely to face online sexual harassment. Bangladesh: 60% of women reported verbal sexual harassment versus 9% of men; 48% of women experienced work-related online sexual harassment versus 15% of men; 24% of women reported physical sexual harassment versus 4% of men. Organisations took action in only 65% of reported incidents, often through informal or limited measures.This the enforcement vacuum surrounding workplace harassment. When the survivors stay silent, the massage transmited to workplaces is that harassment carries low risk for perpetrators and high risk for complainants. The problem is not only that harassment happens. It is that speaking up carries more risk than staying silent.(WAN-IFRA Women in News, City St George’s, University of London, & BBC Media Action. (2026). New multi-country study examines sexual harassment in media workplaces)

THE PROMOTION THAT WENT TO A MAN AND THE "INFORMAL" GLASS CEILINGA tribunal found a woman was twice denied a fair chance at promotion at Zoom's UK subsidiary. One role went to a man without any selection process at all. Another manager referred to a hyper-masculine TV lawyer as his role model. Cecilia Canha described her eventual interview as "a perfunctory 15-minute" conversation. This shows how promotion discrimination operates not through explicit policies but through informal decision-making, closed networks and managerial preference. Nobody wrote down "we want a man for this job". The tribunal itself noted that sex discrimination in appointments "is unlawful and has been for many years" but is "difficult to prove". Canha won her discrimination claims, but the tribunal also found her dismissal fair because of gross misconduct in a separate matter.(Street, T. (2026). Passed over at Zoom: Sex discrimination and Harvey Specter. Tribunal Claims Solicitors.)

FIRED FOR BEING PREGNANTA woman was unlawfully discriminated against by her employer because of her pregnancy or maternity leave. An industrial tribunal ruled in her favour and awarded her £4,000 in compensation. Maire Horan-Maybaum was an agency worker on a production line at B/E Aerospace. After she told managers she was pregnant, the company never completed a risk assessment. Her assignment then terminated over two minor timesheet errors. Pregnancy discrimination often hides behind procedure, The pregnancy report was never actually recorded. Thus, the risk assessment never happened.This case also exposes a structural gap for agency workers. The discriminatory decision came from the end-user (B/E Aerospace), not the formal employer making it harder to know who is accountable. The tribunal awarded damages for injury to feelings only, with nothing for lost wages, showing how narrow the remedy can be even when discrimination is proven. The tribunal awarded damages for only (£4,000) with nothing for lost wages, showing how narrow the remedy can be even when discrimination is proven.(NI Digest. (2026). Aerospace firm found guilty of pregnancy discrimination after worker’s assignment terminated.)

Turning Her Worth into Workplace RightsSTRATEGIES

Conduct regular gender pay audits. Ensure transparent salary structures. Eliminate gender-based wage discrimination. Provide equal access to bonuses and promotions.1.EQUAL PAY, EQUAL WORTH 1.EQUAL PAY, EQUAL WORTH“ Women deserve equal pay for work of equal value.”why it matters?Equal pay helps women achieve financial independence and recognises their contributions.Key Strategies:

why it matters?2.SAFE WORKPLACE, STRONGER WOMEN 2.SAFE WORKPLACE, STRONGER WOMEN“Every woman deserves a workplace free from harrassment and violence.”A safe workplace protects womenʼs dignity, confidence and well-being.Implement zero-tolerance policies.Establish confidential reporting channels.Provide awareness and prevention training.Protect victims from retaliation.Key Strategies:

why it matters?3. BREAKING THE GLASS CEILING 3. BREAKING THE GLASS CEILINGA woman's gender should never limit her career growth or leadership opportunities.Empowering women in leadership creates a more inclusive and diverse workplace.Provide equal opportunities for promotion and leadership positions.Introduce mentorship and professional development programmes.Eliminate gender stereotypes in recruitment and job assignments.Encourage women to participate in male-dominated industries.Key Strategies:

why it matters?4.SUPPORTING WORKING MOTHERS 4.SUPPORTING WORKING MOTHERSWomen should not have to choose between building a career and caring for their families.Family-friendly workplace policies help women balance their professional and personal responsibilities.Provide adequate paid maternity and parental leave.Introduce flexible working hours and remote working arrangements where suitable.Provide accessible and affordable childcare facilities.Support breastfeeding mothers through appropriate workplace facilities.Key Strategies:

why it matters?5. PROTECTING WOMEN'S EMPLOYMENT RIGHTS 5. PROTECTING WOMEN'S EMPLOYMENT RIGHTSStrong employment protection is essential to ensure that women are treated fairly and equally at work.Strong legal protection prevents exploitation and ensures women receive fair treatment in the workplace.Strengthen labour laws protecting female workers.Ensure fair employment contracts and working conditions.Provide social security and employment benefits.Take appropriate action against employers who violate workers' rights.Key Strategies:

Moving Forward

Equality Is Not a Privillige, It Is a Right1Ensure equal pay fo equal work.2Provide equal oppoturnities for leadership and promotion.3Eliminat gender discrimination in recruitment ad career developmentRecognise women’s skills, contributions and achievements4Main idea : Women should have equal oppoturnities and treatment in the workplace.

1234A Career and a Family Should Not Be a ChoiceProvide adequate maternity protection and parental leave.Introduce flexible working arrangements.Encourage shared family responsibilities between men and women.Offer affordable childcare facilitiesWomen should not have to sacrifice their careers because of family responsibilities.

1234Safety At Work Is a Fundemental RightStrenghten the policies against sexual harrassment.Establish confidental complaint and reporting systemsProtect victims from retaliation.Provide gender- sensitivity training for employers and employees.Every woman deserves to work without fear of harrassment, intimidation or discrimination.

1234Empowered Women, Stronger FutureExpend access to education and professional training.Provide digital and technological skills.Increase women’s representation in decision- making positions.Encourage mentorship and career development programmes.Women must be included in shaping the future workforce.THE FUTURE IS EQUALA woman's workplace should be a place where she can grow, lead and succeed — not a place where she has to fight for basic rights." Our vision for the future: Equal opportunities for everyone. Safe and respectful working environments. Fair treatment regardless of gender. Recognition of women's contributions to society and the economy.

Women face systemic workplace inequalities such as pay gap, underrepresentation in leadership, and a disproportionate burden of unpaid care work that often forces them into insecure employment. Compounded by widespread, frequently unreported sexual harassment and deep-rooted gender stereotypes, these barriers severely limit women's financial independence and career growth. Addressing these issues requires concrete shared action such as pay transparency, zero-tolerance harassment policies, accessible childcare, flexible work arrangements, and stronger legal protections. This ensure that every worker is treated with fairness and dignity. CONCLUSION

ReferencesINTRODUCTION International Labour Organization. (2026). Employment and social trends 2026. https://doi.org/10.54394/AHRT26811 CURRENT ISSUE International Labour Organization, Lloydʼs Register Foundation, & Gallup. (2022). Experiences of violence and harassment at work: A global first survey. Dicapai pada 2 November 2026, daripada https://www.ilo.org/resource/news/violence-and-harassment-work-has- affected-more-one-five-people International Labour Organization. (2018). Care work and care jobs for the future of decent work. Dicapai pada 2 November 2026, daripada https://www.ilo.org/resource/news/calls-urgent-action-care-economy International Labour Organization. (2022). Engendering informality statistics: Gaps and opportunities (ILO Working Paper 84). Dicapai pada 2 November 2026, daripada https://www.ilo.org/publications/engendering- informality-statistics-gaps-and-opportunities Mexico Business News. (2025). Women earn half of menʼs labour income worldwide: ILO. Dicapai pada 2 November 2026, daripada https://mexicobusiness.news/talent/news/women-earn-half-mens-labour- income-worldwide-ilo?tag=talent UN Women. (2025). Statement: Equal pay – a fundamental right and a cornerstone of sustainable development and gender equality. Dicapai pada 2 November 2026, daripada https://www.unwomen.org/en/news- stories/statement/2025/09/statement-equal-pay-a-fundamental-right-and- a-cornerstone-of-sustainable-development-and-gender-equality World Economic Forum. (2025). Global gender gap report 2025: Key findings. Dicapai pada 2 November 2026, daripada https://www.weforum.org/stories/2025/06/global-gender-gap-report- 2025-key-findings/ 2 CAUSES AND CHALLENGES Beghini, V., Cattaneo, U., & Pozzan, E. (2019). A quantum leap for gender equality: For a better future of work for all. ILO. Brief, I. L. O. (2024). The impact of care responsibilities on womenʼs labour force participation. Liepmann, H., & Hegewisch, A. (2025). Revisiting occupational segregation and the valuation of womenʼs work. Violence, E. (2019). Harassment in the World of Work: Convention No. 190, Recommendation No. 206, and the accompanying Resolution. ILO.3

ReferencesREAL EXAMPLE Canha v ZVC UK Ltd, Case No. 6000552/2024, Employment Tribunal (Southampton), (12 February 2026). https://assets.publishing.service.gov.uk/media/69cd3ec0837d4b59e502d0ec/ Cecilia_Canha_-vs-_ZVC_UK_Ltd_-_6000552.2024_-_Judgment.pdf Equal Employment Opportunity Commission. (2026a). KGI Trading to pay $265,000 in EEOC sex discrimination lawsuit. https://www.eeoc.gov/newsroom/kgi-trading-pay-265000-eeoc-sex- discrimination-lawsuit Equal Employment Opportunity Commission. (2026b). EEOC sues UTMB for pay discrimination. https://www.eeoc.gov/newsroom/eeoc-sues-utmb-pay- discrimination NI Digest. (2026). Aerospace firm found guilty of pregnancy discrimination after worker's assignment terminated. https://www.nidigest.com/en/2026-08- 06/9270/aerospace-firm-found-guilty-of-pregnancy-discrimination-after- workers-assignment-terminated/ Onabanjo, J. (2025). Op-Ed: Narrowing data gaps to ensure no woman or girl in Malaysia is left behind. UNFPA Malaysia. https://malaysia.unfpa.org/en/news/op-ed-narrowing-data-gaps-ensure-no- woman-or-girl-malaysia-left-behind People Matters. (2026). Genpact Hyderabad row: Employee posts allegations of long hours and gender bias. https://www.peoplematters.in/news/wellbeing/genpact-hyderabad-row- employee-posts-allegations-of-long-hours-and-gender-bias-52649 Street, T. (2026). Passed over at Zoom: Sex discrimination and Harvey Specter. Tribunal Claims Solicitors. https://www.tribunalclaimsolicitors.co.uk/zoom-sex- discrimination-promotion-canha/ WAN-IFRA Women in News, City St George's, University of London, & BBC Media Action. (2026). Sexual harassment in the media. https://sexualharassment.womeninnews.org/ 4

STRATEGIES International Labour Organization. (1951). Equal remuneration convention, 1951 (No. 100) https://www.ohchr.org/en/instruments- mechanisms/instruments/equal-remuneration-convention-1951-no-100 International Labour Organization. (2000). Maternity protection convention, 2000 (No. 183) https://normlex.ilo.org/dyn/nrmlx_en/f? p=NORMLEXPUB:12100:0::NO::P12100_ILO_CODE:C183 International Labour Organization. (2020). Trade union policies and practices for gender equality. International Labour Office. International Labour Organization. (2022). Violence and harassment at work: A practical guide for employers. International Labour Office. https://www.ilo.org/publications/violence-and-harassment-work-practical- guide-employers International Labour Organization. (n.d.). Women in leadership roles.5 MOVING FORWARD Chai, Y., Ríos-Salas, V., Stek, P., & Heymann, J. (2022). Does enhancing paid maternity leave policy help promote gender equality? Evidence from 31 low- and middle-income countries. Gender Issues, 39(3), 335–367. https://doi.org/10.1007/s12147-021-09293-4 Folke, O., & Rickne, J. (2022). Sexual harassment and gender inequality in the labor market. The Quarterly Journal of Economics, 137(4), 2163–2212. https://doi.org/10.1093/qje/qjac018 McBride, A. (2011). Lifting the barriers? Workplace education and training, women and job progression. Gender, Work & Organization, 18(5), 528–547. https://doi.org/10.1111/j.1468-0432.2011.00574.x Reichel, A. (2023). The disabling effects of enabling social policies on organisationsʼ human capital development practices for women. Human Resource Management Journal, 33(1), 129–147. https://doi.org/10.1111/1748- 8583.12431 Son Hing, L. S., Sakr, N., Sorenson, J. B., Stamarski, C. S., Caniera, K., & Colaco, C. (2023). Gender inequities in the workplace: A holistic review of organizational processes and practices. Human Resource Management Review, 33(3), 100968. https://doi.org/10.1016/j.hrmr.2023.100968 Gierke, L. A., Schlamp, S., & Gerpott, F. H. (2025). Which organisational context factors help women to obtain and retain leadership positions in the 21st century? A systematic review and research agenda for human resource management. Human Resource Management Journal, 35(1), 336–370. https://doi.org/10.1111/1748-8583.12568 Tricco, A. C., Parker, A., Khan, P. A., Nincic, V., Robson, R., MacDonald, H., Warren, R., Cleary, O., Zibrowski, E., Baxter, N., Burns, K. E. A., Coyle, D., Ndjaboue, R., Clark, J. P., Langlois, E. V., Ahmed, S. B., Witteman, H. O., Graham, I. D., El-Adhami, W., ... Straus, S. E. (2024). Interventions on gender equity in the workplace: A scoping review. BMC Medicine, 22, Article 149. https://doi.org/10.1186/s12916-024-03346-76References

Empowered Women, Stronger WorkplacesWhen women have equal opportunities, fair treatment and the freedom to lead, the workplaces grow stronger for everyone. Empowerment begins with recognizing women’s voices, valuing their contributions and making room for their full potential.