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Fast Fashion 2030: Using the Patter of the Sustainable Development Goals (SDG's) to Cut a More Gender-Just Fashion Sector

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Fast Fashion 2030: Using the Patter of the Sustainable Development Goals (SDG's) to Cut a More Gender-Just Fashion Sector

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Vijeyarasa and Liu's (2021) study illuminates gender inequalities in the fast fashion industry, emphasizing the misconception about the abundance of women in the workforce not translating into equitable representation in leadership roles.

Despite constituting the majority, women in fast fashion often hold lower-ranking roles, with men dominating key leadership positions. For example, H&M and Inditex report 74% and 75% female workforce, respectively, but this doesn't correspond to proportional representation in decision-making roles, such as CEOs or directors.

The study highlights the lack of sufficient regulation in global policies and national laws regarding gender inequalities in the fast fashion sector. To address this, a comprehensive approach is needed, recognizing that providing women with access to income alone is insufficient. The article advocates for a paradigm shift in workplace practices and regulatory frameworks to empower women in the fast fashion sector.

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The attached link is the ninth edition of Coury et al.'s (2023) annual report of women in the workplace. It includes research about women in business, and specifically in leadership positions. The report empowers women and emphasises the female significance in businesses, by analysing research about the role of gender in the workplace.

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Philosophy of Sustainable Development: Understanding the Significance of Gender Equality in Business Organizations, Purnima Lenka, 2023.

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Philosophy of Sustainable Development: Understanding the Significance of Gender Equality in Business Organizations, Purnima Lenka, 2023.

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Lenka (2023) finds that despite many countries’ efforts to reduce the gender gap, the progress is still limited, especially in developing countries. The article discusses the role of business organizations in achieving gender equality, suggesting possible steps and how businesses can benefit from them. The author also also urges leaders, policymakers, politicians, practicioners, and researchers from all fields to understand the importance of Gender Equality as a tool to achieve all the other Sustainable Development Goals.

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Three main ethical theories relate to the main issue of Women being disadvantaged in the workplace. The first, is ethic of care. Ethic of care was developed mainly by feminist writers like Carol Gilligan and Nel Nodding’s. This approach to ethics is based on the idea that men think more of justice and autonomy, whereas women tend to lean toward networking, empathy and caring for others. For ethic of care to work, there needs to be a shift in thinking for others who are involved (other peers, particularly men as this is a more feminist approach) (Shaw, William., 2020).

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Stephanie Bornstein, Joan C. Williams, and Genevieve R. Painter write 'Discrimination against mothers is the strongest form of workplace gender discrimination: Lessons for US caregiver discrimination law'. 

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Stephanie Bornstein, Joan C. Williams, and Genevieve R. Painter write 'Discrimination against mothers is the strongest form of workplace gender discrimination: Lessons for US caregiver discrimination law'. 

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The Journal article I will be focusing on is by Stephanie Bornstein, Joan Williams and Genevieve Painter, and is titled 'Discrimination against mothers is the strongest form of workplace gender discrimination: Lessons from US caregiver discrimination Law'. The UNSDG focused on is SDG 5 - Achieve gender equality and empower all Women and Girls. The assignment written focused on gender inequalities, discrimination against mothers and the consequences women face because of this. It has emphasis on the disparity between women and men, and that men are far more advantaged and that there is still a sizeable gap between both genders, disadvantaging women.

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According to the European Parliament (2020), "the gender pay gap is the difference in average gross hourly earnings between women and men. It is based on salaries paid directly to employees before income tax and social security contributions are deducted. Only companies of 10 or more employees are taken into account in the calculations."

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Perceived Ethics Among Business Students: Gender makes a difference

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Perceived Ethics Among Business Students: Gender makes a difference

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The first article “Perceived Ethics Among Business Students: Gender makes a difference” was written by Chen et al., and published in 2022. In their article, Chen et al. (2022) conducted research on the different perceptions of ethical behaviour in the business environment by men and women. Their research concluded that gender plays a significant role when it comes to ethical decision-making. According to their research, women generally act more ethically and are more judgmental on unethical behaviour in the workplace, than men (Chen et al., 2022). As concluded by Shaw et al. (2020), businesses benefit significantly from acting ethically, and ethical behaviour needs to be included in business strategies, to provide sustainable growth of the business. However, women are highly underrepresented in leadership positions compared to men, as globally only 28% of all C-suite positions are female (Coury et al., 2023).

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Since women are being discriminated against in the workplace and have fewer chances than men to succeed in business branches, there are fewer women in leading positions than men (Coury et al., 2023). This results in inequality between men and women and is contradictory to the United Nation's SDG 5, which aims to achieve gender equality by 2030 (United Nations, 2015).

Since fewer women in c-suite positions leads to women being less influential in decision-making, which makes them more dependent on decisions by a men. Moreover, women make less money than men, as the gender pay gap demonstrates. On average, women earn 16% less than men, for the same job (Haan et al., 2024).

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The gender pay gap leads to women having less autonomy, which leads to less motivation for success, since it comes with frustration and discrimination. This causes women's lower socio-economic status, which makes them more financially dependent on the state (Stamarski et al., 2015). Additionally, since there are less women in leading positions, young girls and boys are taught that it is more common for men to be a leader, which transports an outdated image about gender roles. Consequently, girls and women get discouraged to become successful in a high position, since it is connotated with several negative attributes.

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A lower socio-economic status makes women more dependent on the state's financial and social support system (Stamarski et al., 2015). This can lead to mental stress, which can negatively affect women's health (Ryu et al., 2022). Therefore, it is significant to establish equal chances for all genders, to reach the fifth UNSDG and stop the discrimination of women in leadership.

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Work like a girl: Redressing gender inequity in academia through systemic solutions

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Work like a girl: Redressing gender inequity in academia through systemic solutions

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This article provides a critical review that examines gender equity across the major career benchmarks of the academy: grants and funding, publishing and citations, service, opportunities to attend professional development and conferences, and leadership opportunities.

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Allen et al. 2021 Redressing gender inequity in academia through systemic solutions (1)

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HR Practices, defined as the comprehensive process of attracting, motivating, and retaining employees, include activities such as recruitment, selection, training and development, performance appraisal, compensation, and benefits management. Effective HR practices aim to achieve high organizational performance by managing the organization’s most valuable assets - its employees (Liu, Ngolob, & Palaoag, 2020).

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Organizational change management (OCM) is a structured approach that guides an organization through the transition from its current state to a desired future state, involving activities aimed at successfully achieving this transformation. The objective of OCM is to manage change in a way that minimizes resistance and cost while maximizing the effectiveness of the change effort (Stark, 2020).

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Unconscious bias, also known as implicit bias, encompasses attitudes or stereotypes that are outside our awareness and influence our understanding, interactions, and decisions. These biases are automatic, unintentional, deeply ingrained, and can project prejudices we are not aware of, allowing for instantaneous reactions and decision-making. In healthcare, unconscious bias may significantly impact patient care and contribute to healthcare disparities, affecting how medical clues are interpreted and care is provided (Lopez, 2018; Backhus et al., 2019).

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Men as allies in the context of gender equality refers to men who actively support and engage in actions and practices that aim to reduce gender inequalities and promote fairness and equality for women. This involves recognizing and confronting sexism and gender biases (Drury & Kaiser, 2014; Wagner, Yates, & Walcott, 2012).

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Comprehensive research found that women in leadership roles are still a minority. Studies conducted by Coury et al. (2023) found that despite women’s representation in the C-suite being at the highest it has ever been, true parity is still out of reach. The research found that the higher the corporate role, the less women are in that role; in managerial positions the 40% are women, but in a senior vice president position the number is reduced to 28% (Coury et al., 2023).

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Systemic improvement refers to strategic, comprehensive changes across an entire system, aiming to enhance effectiveness and achieve greater alignment and coherence among different components of the system (Watson & Froyd, 2000).

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A number of studies found that the situation is similar in all fields, even women-dominated fields.  According to Vijeyarasa and Liu (2021) it can be argued that gender inequality in the workplace is not real anymore because there is a misconception surrounding the abundance of women in the workplace which does not necessarily translate into equitable representation in leadership roles. Vijeyarasa and Liu (2021) analyzed H&M’s and Inditex’s situations regarding gender equality, and found that despite their workforce being mostly women workers, their presence in roles as CEOs or directors is a minority.

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A bread winner is the person who earns money to support their family, typically the sole one (Oxford Dictionary)

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C-suite, or C-level, is widely-used vernacular describing the upper echelons of a corporation's senior executives and managers.

C-suite gets its name from the titles of top senior executives, which tend to start with the letter C, for "chief," as in chief executive officer (CEO), chief financial officer (CFO), chief operating officer (COO), and chief information officer (CIO) (Investopedia, 2024).

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Sheryl Sandberg: Why we have too few women leaders 

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Sheryl Sandberg: Why we have too few women leaders 

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In this Ted Talk, Sheryl Sandberg explore why there are so few women in leadership roles.

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Sheryl Sandberg: Why we have too few women leaders

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Facebook COO Sheryl Sandberg looks at why a smaller percentage of women than men reach the top of their professions -- and offers 3 powerful pieces of advice to women aiming for the C-suite.

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Egoism is an ethical theory in which an action is always right if it has the moral-rights best interest at heart, regardless of the effect it may have on others (Shaw, William., 2020). Egoism in linked to self-interest, and is a common theme in the workplace.

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Utilitarianism is a theory that ones actions are just if they affect the majority in a positive way. This theory needs to have actions that create the best outcome for the most amount of people. (Shaw, William., 2020).

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Achieving gender equality in the workplace offers substantial benefits for businesses. Currently, a mere 5% of Fortune 500 CEOs are female, highlighting a significant gender imbalance in leadership roles. Embracing gender equality not only benefits women but also positively impacts male employees and the overall organizational environment. Companies that prioritize gender equality tend to perform better, demonstrating that inclusivity can enhance workplace culture, drive innovation, and contribute to the overall success and sustainability of the business.

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(United Nation, 2015) Found that women will not see equal representation in the work for another 140 years. The ethical challenge of lack of women in leadership is one that is evidently at large, and has been a struggle for women to solve. We find that with ethic of care, women are undermined. With egoism, men will disadvantage their women competitors regardless of the effect it may have on women, and utilitarianism is effecting women progressing as decisions are based on what's best for all. This is negative for women as the majority is men, so more often than not decisions are made for men and not women. In accordance with sexism and patriarchy, women are held back by the societal standard that because women are inherently more 'emotional', they are not able to be in positions of power but more often than not should be maintaining the standard of ‘home-maker’ (Northwestern, 2016). It was also found that there is a double standard where when women do have a more ‘manly’ approach they’re perceived as too harsh even though they are acting in accordance to policy and procedures (Northwestern, 2016). This indicates the disparity between men and women, and that when women do the same things as men, they are still scrutinized. This could be due to men feeling threatened by the power women can hold in a workplace and instead of working with them, they work against them. These findings indicate that workplaces perceive ethic of care in a negative light, which is a contributing factor to the sexism and patriarchy Women still face. A meeting conducted by the UN about SDG 5, states that workplaces should be integrating policies and procedures that encourage women to be employed by them and protect them from harassment, biases and barriers that could affect their output and work quality. Women have been driven out of workplaces due to employers deliberately creating an unreasonable work load (University of South Australia, 2023) which can be prevented if policies and social constructs of women are changed.

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This article highlights issues that have been mentioned in this piece, including gender based discrimination, inequities women face and potential solutions for women who may be in situation where they are actively being discriminated against.

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How to use this guide

Unfortunately, we are Important note:unable to accept new workplace-related applications for our Free Legal Advice & Counseling program at this time.

Content warning: This guide contains information and examples of discrimination based on gender identity, perceived gender identity, and sexual orientation that may be triggering for you, because instances of discrimination can be traumatic. Please be aware of your emotional and mental needs while reading.

How to use this guide: The purpose of this Know Your Rights Guide is to help you understand your rights and options if you have experienced gender discrimination at work. This guide is not official legal advice. Laws frequently change and can be interpreted in different ways, so we cannot guarantee that all of the information in this Guide is accurate as it applies to your specific situation.

My hope is that no woman has to go through what I went through in the mine. Hanna Hurst, former ERA client
Read Hanna's Story

Definitions & Examples

Workplace gender discrimination comes in many different forms, but generally it means that an employee or a job applicant is treated differently or less favorably because of their sex, gender identity, or sexual orientation. Even though the words "sex" and "gender" have different meanings, laws against discrimination at work often use them interchangeably.

Sometimes workers experience discrimination because of their gender and something else, like their race or ethnicity. For example, a woman of color may experience discrimination in the workplace differently from a white female co-worker. She may be harassed, paid less, evaluated more harshly, or passed over for promotion because of the combination of her gender and her race.
Some examples of treatment that could be gender discrimination include:

not being hired, or being given a lower-paying position because of your gender identity or sexual orientation (for example, when an employer refuses to hire women, or only hires women for certain jobs)

being held to different or higher standards, or being evaluated more harshly, because of your gender identity, or because you don't act or present yourself in a way that conforms to traditional ideas of femininity or masculinity
For example, if a worker who identifies as a woman receives a negative performance evaluation that criticizes her for being too "aggressive" (while men who behave the same way are praised for showing "leadership"), or if she wears her hair short and is told she needs to be more "presentable," she may be experiencing discrimination based on gender stereotypes, which is a form of gender discrimination.

being paid less than a person of a different gender or sexual orientation who is similarly or less qualified than you, or who has similar (or fewer) job duties than you
If you think you are being paid less than someone of a different gender identity to do the same job or substantially similar work, check out our Equal Pay Know Your Rights Guide.

being denied a promotion, pay raise, or training opportunity that is given to people of another gender identity or sexual orientation who are equally or less qualified or eligible as you

being written up or disciplined for something that other employees of a different gender do all the time but never get punished for

being insulted, called derogatory names or slurs because of your gender identity, or hearing hostile remarks about people of a certain gender identity or sexual orientation.

being intentionally or repeatedly called by a name or referred to as a different gender that you don't identify with - such as when a transgender man is called by his dead name, or referred to as "Miss"

being subject to unwelcome sexual advances, requests for sexual favors, or other verbal or physical harassment of a sexual nature (If you think you've experienced sexual or gender-based harassment, please see our Sexual Harassment Know Your Rights Guide.)

being rejected for a job, forced out on leave, or given fewer assignments because you're pregnant

Not all gender discrimination is intentional or explicit. It could still count as discrimination if your employer does something that ends up excluding or harming workers of a particular gender identity without intending to. Oftentimes, a certain practice or policy - say, a hiring test or requirement - does not say anything about gender, and may not have been put in place for the purpose of keeping women, trans, or nonbinary people out of certain jobs, but ends up having that effect. This kind of practice or policy could still be considered discriminatory, and if you've been denied a job-related opportunity, paid less, or were fired as a result of it, you might have a discrimination claim.

For workplace gender discrimination to be considered illegal, it has to involve treatment that negatively affects the "terms or conditions" of your employment. Terms or conditions of employment are all the responsibilities, rules, and benefits of a job. Most of the time, they are set by an employer or negotiated by a worker and the employer at the time of hire. In unionized workplaces, they are negotiated and agreed on as part of the "collective bargaining" process. "Terms and conditions" include but are not limited to things like your job responsibilities, work hours, dress code, vacation and sick days, starting salary, and performance evaluation standards.

What are the laws?

Federal law (all states)

Generally, these federal laws apply only to employers with 15 or more employees, but your state might have better laws that cover smaller employers.

Gender discrimination is illegal. Title VII of the Civil Rights Act of 1964 makes it illegal for an employer to discriminate against you based on your sex, race, color, religion, or national origin. As of June 2020, a Supreme Court ruling extended this protection to also cover gender identity and sexual orientation. It is also illegal for employers of 15 or more people to use any of the above categories as a basis for paying you less, firing, not hiring, or discriminating against you in terms of working conditions or "privileges of employment."
Title VII applies to employers. It is designed to make employers accountable for providing work opportunities without discrimination. So this civil rights law does not give you a right to sue an individual person - unless that individual is your employer. For example, if you are discriminated at work by a customer, that would not be covered by Title VII.

Retaliation is also illegal. Title VII also makes it illegal for an employer to retaliate against or punish you for reporting or opposing gender discrimination, or participating in an investigation or legal action related to discrimination. Examples of retaliation in the workplace include being fired or demoted, receiving a pay cut or a reduction in your hours, being forced to take leave, or being reassigned to an undesirable job, shift, or location. Retaliation can also be subtle, build up, or get worse over time. Examples include being iced out by coworkers, no longer being invited to meetings, or being left off communications you were formerly on.

California
Many states have laws against discrimination that provide stronger protections and cover more workers and employers than Title VII. In California, the Fair Employment and Housing Act (FEHA):

Applies to employers of five or more employees, not just to those with 15 or more, like Title VII;

Makes it illegal to discriminate against someone not only based on sex, but also based on gender, gender identity, gender expression, or sexual orientation, among other things.

It's important for me to be an advocate for my son, to be an advocate for myself, to be able to stand up for the both of us. I think it's important for women to know they have a voice that needs to be heard. Candice Branner, ERA essential worker client
Read Candice's Story

What are my rights?
You have the right to:
1. Work in a safe, discrimination-free environment. Your employer is required by law to provide a safe working environment that is not "hostile" to you based on your sex, gender identity, or sexual orientation.

2. Talk about or speak out against gender discrimination at work, whether it's happening to you or to someone else. You can talk about discrimination that's happening at work with whoever you want, including your coworkers and your supervisor. You also have the right to tell your employer that you believe a company policy, practice, or manager is discriminatory or engaging in discrimination. It is illegal for your employer to retaliate against or punish you for talking with coworkers about discrimination. Retaliation includes being fired, demoted, cutting your pay, switching your shifts or duties, or any other action that has a negative effect on you. If your employer retaliates, you could consider taking legal action.

3. Report the discriminatory behavior or policy to HR or your boss. Report to HR, your boss, or someone else at your company who has power. We highly recommend submitting the complaint or report in writing (by e-mail or letter) and making copies so you have proof later if you need it.

4. File a grievance. If you are a member of a union, your contract (known as the "collective bargaining agreement" or CBA) generally covers the "terms and conditions" of work. If you believe you're being treated unfairly or your employer isn't following the contract, talk to your union rep about filing a grievance.

5. Picket or protest against discrimination. When you get together with one or more of your co-workers to raise concerns about your pay or working conditions, you're engaging in what's "concerted activity," which is legally protected by the National Labor Relations Act.

6. Make a copy of your personnel file. You can request to see your personnel file, which could contain performance evaluations, your employment and pay history, and other useful information that could be used as evidence if you decide to take legal action. Your HR department or union representative should have information about how to get your personnel file for review.

7. File a complaint or charge of discrimination with a government agency, such as the Equal Employment Opportunity Commission (EEOC), or your state's Fair Employment Practices Agency - for example, in California, the Department of Fair Employment and Housing (DFEH). You also have the right to tell your employer that you plan to file a charge, and they cannot retaliate against you for doing so.

Note: There are strict deadlines when filing charges with government agencies, called "statutes of limitations." The deadline to file one with the EEOC is either 180 or 300 days from the "last act" of discrimination, depending on which state you're in. For more information, see the What Can I Do? section below.)

8. Sue / file a lawsuit against your employer for discrimination.

Note: This is only an option if you already filed a charge with the EEOC or your state's FEPA (see #7 above), and they gave you a "Right-to-Sue" Notice. Be aware that there are strict deadlines about how many days you have after you receive that Notice to file a lawsuit in court.

9. Testify as a witness or participate in an investigation by the EEOC or other government agency. Your employer can't keep you from providing evidence, testifying at a hearing, or communicating with a government agency that is looking into discrimination at your workplace. Even if the investigation eventually finds that there was no discrimination, your participation is still a protected right, meaning your employer can't retaliate against you for cooperating.

If you are fired or retaliated against/punished for doing any of the above, it is illegal, and you could take legal action against your employer or former employer. Retaliation includes being demoted, cutting your pay, switching your shifts or duties, or any other action that has a negative effect on you.

What can I do?

If you or someone you know is experiencing or experienced gender discrimination at work, here are some actions you can take. Note: It is normal to be worried about reporting discrimination or taking other action to make the discrimination stop. Do what is right for you. These are just examples of options you could consider.

1. Review your employers' policies. Most employers give you an Employment Manual or Handbook when you start. Review this to find out what policies might be in place to protect you. Look for policies about discrimination. Find out what your company's complaint procedure is, and pay close attention to deadlines. If there is no information about how to report or complain about discrimination, see if there is a phone number for HR (Human Resources).
2. Write everything down.

Write down in detail what happened and when it occurred, including anything you said or did, and any witnesses or people that may have been involved in the decisions, policies, or incidents. Include every example of discrimination you can remember. As new things happen, write them down to avoid forgetting details.

Keep notes about conversations or meetings you had related to the discrimination, including with HR, your supervisor, or the person making the discriminatory decisions or comments. Record the time, date, and place of the meeting, and who was there. If you're comfortable doing so, ask any witnesses to write down what they heard or saw. Keep these written accounts at home, on a personal email account, or in another safe place not related to your work.
Tip: Others may read these written records at some point if you pursue legal action, so try to stay as objective as possible when writing down what happened.

If there are any relevant emails or messages, save and gather them in one place, at home, on a personal email account, or in another safe place not related to your work. Save all emails and messages you send to the person doing the discriminating, and those that you send to others about the discrimination.

Keep copies of any complaints you filed with your company, and any responses.

Keep copies of any other documents related to the discrimination, and any responses.

If you think your employer has retaliated against you, keep written notes of every action that has happened, when, where, and any witnesses.

3. Report concerns or complaints about discrimination to Human Resources (HR) or your boss. This is also known as filing an internal complaint. We understand it's not always possible to feel safe or comfortable at work after talking to your supervisor or coworkers about discrimination you're experiencing. But we recommend reporting to someone at work who is in a position of authority to either stop the discriminatory behavior or change the practice that is affecting you.

We recommend putting your complaint or concerns in writing, whether it's by email or letter. Be sure to keep copies of what you write - and any written responses you get back from your employer - in a safe place outside of work, at home or on a personal email account.

If you report verbally (in person or on the phone), we recommend taking notes about the conversation and then sending a follow-up email or letter confirming what happened during the conversation. For example:
Dear [name of Supervisor or Human Resources Staff],
I'm writing to confirm that we met today, 2024, to discuss the fact that I am being treated unfairly and believe that I'm experiencing gender discrimination at work because of [the way you're being treated or an employer policy that's negatively affecting you]. As we discussed, the [unfair treatment/ discriminatory behavior] has included [description of what's been happening], and [began / has been affecting me since] 2024. You told me [description of employer's response, including any promises or commitments made]. Thank you for taking the time to meet with me about this issue. [Your name]"

Note: Filing a complaint internally does not extend the deadline for filing a legal action if you decide to do so later.

4. Go to your union. If you have a union, you could talk to your union rep and ask about the grievance process under your collective bargaining agreement. If that agreement covers discrimination issues, you may be able to get the problem addressed that way.

Important: Even if you file a grievance through your union about discrimination, you still must file a complaint with a government agency before you file a lawsuit in federal or state court Please see number 10 for more about deadlines.

5. File a discrimination complaint with a government agency. If you think you may eventually want to file a lawsuit in federal or state court, you must first file a formal complaint of discrimination with the federal Equal Employment Opportunity Commission (EEOC), or with your state's fair employment agency. (Learn more about filing a complaint in California.)

6. Pay attention to deadlines. In every state, you have to file a complaint with either the EEOC or a state administrative agency that enforces anti-discrimination laws (often called a "Fair Employment Practices Agency" or FEPA) and get a Right to Sue notice before you file a lawsuit in court. The deadlines for filing a discrimination complaint under Title VII depend on which state you're in.

In states that don't have a FEPA, you only have 180 days - less than 6 months - from the last act of discrimination to file a complaint (called a "charge") of discrimination with the U.S. Equal Employment Opportunity Commission (EEOC).

In states that do have their own FEPA, you have 300 days from the last act of discrimination to file a charge of discrimination with the EEOC.
If you're in one of these states, you may have more time to file a discrimination complaint with your state FEPA. To find out whether you have a FEPA in your state, go to the website of the EEOC field office nearest you.

Remember: You cannot bring a lawsuit against your employer unless you have first filed a complaint of discrimination with the EEOC or your state fair employment agency. Internal complaints that you make to your employer or with your union also do not extend the deadlines to file with a government agency.

7. Talk to a lawyer. If you'd like to speak to a legal advocate about your rights and options, Equal Rights Advocates may be able to help. We offer 100% free, confidential legal information, advice, and other assistance through our Legal Advice & Counseling program.

: Unfortunately, we are Important note unable to accept new workplace-related applications for our Free Legal Advice & Counseling program at this time.

What could happen?

If you take legal action, there are different kinds of remedies you can ask for. Some have to do with money, and others are more about changing your employer's behavior. Not everyone can get all of these things. Each case is different, but these are some common examples of things you can demand, and may be able to get if you win your lawsuit or reach a settlement agreement.

1. Compensation for lost wages and other economic losses if the discrimination resulted in a loss of work or income (i.e., you had to take a leave of absence, lost hours, were fired and had no income for a while, or lost your job and have not found one that pays you as much.) You could also seek compensation for expenses related to any medical or health treatment you needed or will need in the future because of discrimination or retaliation.

2. Compensation for emotional distress, which could include anguish, stress, anxiety, pain and suffering, loss of sleep, damage to your reputation, and loss of enjoyment of life resulting from discrimination.

3. Reinstatement: If you were fired or forced out because of the discrimination or retaliation, you could potentially get your job back.

4. Punitive damages: If you sue in court and show that the employer acted with malice or showed "reckless indifference" to your rights, you may be able to get the court or a jury to order that the employer pay punitive damages, which are meant to punish especially bad employers and send a warning message to other employers.

5. Make your employer change their policies or practices. You may be able to get the court to order, or get your employer to agree to change the way it does things in the future to help make the workplace safe and fair for everyone, and to help ensure that others do not suffer the same thing you went through.

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50 years of Women's History

This Women's History Month is also our 50th Anniversary! Support our work this March to keep the fight for gender justice going strong.

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Notice: JavaScript is required for this content. Close Unfortunately, we are Important note:unable to accept new workplace-related applications for our Free Legal Advice & Counseling program at this time. Content warning: This guide contains information and examples of discrimination based on gender identity, perceived gender identity, and sexual orientation that may be triggering for you, because instances of discrimination can be traumatic.

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The company is looking for a Human Resources Manager who employs their expert talents to establish and sustain collaborative partnerships between the HR team and managers throughout the agency, knowing each's specific operational needs and assisting with their development. According to (Shaw et al., 2020), they should put more women in leadership positions as it is unethical to discriminate women by promoting more men than women in c-suite. business overall would benefit from this, as womens emotional intelligance, empathy and ethical behaviour are crucial elements of leadership (Stobierski,2021)

The Victorian Foundation for Survivors of Torture

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The company is thrilled to welcome an experienced senior People & Culture Manager to join the four-person leadership team and contribute further expertise and insight to people-related difficulties. According to the theory "ethic of care" the theory is a virtue theory meaning that ethical decisions are based in their moral agents charecter. (Shaw et al. 2020). Overall according to the theory men naturally focus on justice and autonomy, while women focus on caring for others, networking and empathy, when making ethical decsions (Shaw et al., 2020). This company would benifit for hiring women for their "people and culture manager" as women are more like to preform higher than men in this position as they tend to care more in terms of people related difficulties.

EthicalJobs.com.au

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The River Nile School is looking for a classroom teacher, particularly with qualifications in English as an Additional Language (EAL), to teach the VCE Vocational Major (VM) and/or Victorian Pathways Certificate to young refugee women. Womens caring Nature helps them make decisions thart benifit them the orgsnisation , employees, society and the enviornement, thus their inclusion and empowerment is important to the success of the organisations and society as a whole (Lenka, 2023).

River Nile School

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Their ideal candidate has proven expertise in project management, preferably in professional development programmes. They are searching for someone who is analytical, pays close attention to detail, and is passionate about promoting a positive youth music culture throughout Australia.

Women are better off working for their company because they are committed to promoting gender equality and empowering women in the workplace. By providing opportunities for women to excel in leadership roles, they contribute to the achievement of Sustainable Development Goal 5 Gender Equality (United Ntions, 2015). Their inclusive and supportive culture values the unique perspectives and talents that women bring to their team, creating a more diverse and dynamic work environment.

The Push

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Manager Human Resources Systems & Operations

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Manager Human Resources Systems & Operations

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The company is searching for a senior leader who will play a critical role in ensuring that the operational operations of Human Resources are fit for purpose, support the organization's future growth, are compliant, accurate, and enable key stakeholders, which include GSANZ staff and managers.

A woman is best suited for this role because women have a unique perspective on the challenges and barriers that women face in the workplace, and can bring a nurturing and empathetic approach to leadership that fosters a supportive and inclusive environment for all employees. Additionally, research has shown that gender-diverse leadership teams are more effective at driving innovation and achieving business success, making a female leader particularly valuable in this critical role. “By influencing aspirations, these woman leaders might be able to have a big influence beyond just their direct policies, by serving as role models for future generations of girls,” ()Northwestern University 2016).

Good Shepherd Australia New Zealand

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MHEC is looking for a creative and values-driven CEO to take us to the next level of growth and impact. Strategic growth expectations include an increase in the number of students, the variety of courses and services available, and the formation of new collaborations.

It is essential that the CEO embodies the principles of egoism, where decisions are made based on promoting the well-being and advancement of all individuals, particularly women. A focus on empowering women and promoting gender equality not only aligns with SDG 5 but also generates positive outcomes for society as a whole.

Furthermore, research has shown that women in leadership positions often demonstrate qualities such as empathy, collaboration, and inclusivity, which are essential for driving organizational success. Therefore, a woman would be well-suited for this role, bringing a unique perspective and skillset to lead MHEC towards its strategic objectives and contribute to the achievement of SDG 5. (United Nations, 2015).

Meadow Heights Education Centre

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An illogical or surprising lack of compatibility or similarity between two or more facts. (Oxford languages, 2024).

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The motherhood penalty is when women who are pregnant, child-bearing age or are planning on returning to work post-partum face disadvantages in pay, work-load, perceived competency and promotions (Bornstein, S., Williams, J., & Painter, G., 2012).

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A strong desire to achieve something high or great.

Aspirations are dreams, hopes, or ambitions to achieve a life goal. 1 They can be thought of as overarching life goals that can help provide a sense of purpose and direction. While the term is often used synonymously with goals, there are some important differences (Cherry, 2021)

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This article highlights what Gender Bias is and how it negatively effects women.

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gender inequality and sdg 5 academia - Google Search

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Women help others grow, they bring them back to health, respond to their needs and offer support. A woman is expected to be nurturing. Women don't choose to be nurturers any more than men choose to be producers. These gender roles are based on societal values and expectations. (Psychologist, 2021)

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It is important to understand the root of the issue. Zhu (2021) argues that the three main causes of gender inequality in the workplace that lead to underrepresentation of women in leadership positions are sexism, culture and education. The author argues that society still consciously or unconsciously perceives women as the less capable and consequently expects them to stick to their traditional role of caring for the household. This is exacerbated by the fact that, especially in developing countries, females do not have access to higher education so they cannot reach the same skill level as their male colleagues (Zhu, 2021). Research from Bornstein et al. (2012) supports Zhu’s (2021) findings, by highlighting the presence of the “bread-winner man” mentality in society which implies that men are to work, while women are to stay at home. Moreover, Bornstein et al (2012) find that women also face the “mother-hood penalty” which, by implying that women are to care for the children rather than focusing on their careers, causes a large wage gap and reduces women’s chances to progress to leadership roles.

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In this assessment, we discover the complexities of gender based discrimination, sexism and patriarchy, and the barriers that prevent women from holding positions of power. We relate these issues to the United Nations sustainable development goal 5, which is achieving gender equality and empower all women and girls. This assessment covers contraindications, ethical themes, solutions and further studies on the said complexities.

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Studies on gender disparity in the workplace provide useful suggestions. In order to address more significant structural difficulties, Stamarski & Son Hing (2015) recommend organisational reforms to lessen gender bias in HR processes. Organisations should aim for gender balance, as Kulich & Bosak (2019) point out the link between improved corporate performance and gender diversity in leadership. Policies that eliminate unconscious bias, foster work-life balance, and develop women leaders are advocated by Grimson & Grimson (2018). In their solidarity-based approach, Hardacre & Subašić (2018) present gender equality as a cause that all genders may support.

To address moral dilemmas tied to gender imbalance, key foundations for remedies include prioritizing awareness and education on gender biases. Encouraging inclusive leadership that emphasizes equity, inclusivity, and respect for all genders is crucial. Transparent rules and procedures should be implemented to prevent gender bias, fostering an inclusive culture that honors diversity. Establishing accountability measures, including audits and concrete goals for gender diversity, ensures commitment. Lastly, involving men as allies through programs challenging existing norms contributes to cultural and organizational change. Implementing these solutions fosters a moral, inclusive work environment, maximizing individual potential for improved performance and decision-making.