PROPOSED
STRATEGIES TO ADDRESS WOMEN’S UNDERREPRESENTATION IN GARMENT SECTOR LEADERSHIP
ROLES: AN IN-DEPTH ANALYSIS USING FOUR FRAMES OF GENDER IN ORGANIZATION
Nadine
Desyani Carissa Sediana1, Andika Putra Pratama2
Master of Business
Administration, School of Business and Management, Institut Teknologi Bandung,
Jl. Ganesha No. 10, Bandung 40132, Indonesia
Email: nadine_desyani@sbm-itb.ac.id,
andika.putra@sbm-itb.ac.id
Abstract
This
research examines women's underrepresentation in leadership roles within Indonesia's
garment sector despite comprising the majority of the workforce. It employs a
qualitative approach, including interviews interpreting employees' gender bias
experiences, to deeply analyze the sociocultural norms and systemic practices
favoring males that contribute to the disparity. The four frames of gender in
organization framework structure an in-depth investigation into masculine
stereotypes of leadership that limit opportunities and hinder women’s
advancement. PESTLE and SWOT analyses further evaluate external and internal
factors perpetuating inequality. The research tests the hypothesis that
addressing biases and barriers can achieve equitable gender representation to
leverage women’s potential, enhancing sector sustainability. Proposed
initiatives like mentoring programs and fair evaluations intend to recognize
women's capabilities as leaders to improve performance, tapping their currently
underutilized potential. The study provides practical insights to guide
companies in the sector toward greater gender equality. By comprehensively
examining research problems surrounding inequality in the garment industry,
this research strives to substantially contribute to the discourse and offer
actionable recommendations for positive change. It aspires to highlight
complexities, serve as an impetus for transformation, and shape an inclusive
landscape where all individuals’ potential is fully realized irrespective of gender.
Keywords: Gender
Equality, Leadership, Garment Sector, Qualitative Analysis
Introduction
Gender equality is the social
condition where men and women have equal access to human rights, resources,
opportunities, participation, power, rewards, and responsibilities, emphasizing
the importance of valuing both similarities and differences without discrimination
(Vokić, Obadić, & Ćorić, 2019) Specifically,
gender equality in the economy refers to the equal integration of men and women
into the labor market. Despite significant progress, women's participation
rates remain lower than men's, hindering their advancement to managerial
positions and receiving equitable pay for equivalent work (Michalos, 2014). In the
context of Indonesia, gender equality remains an ongoing concern, with the
female labor force participation rate persistently low at 52% compared to 85%
for men (World
Bank Assessment, 2020). Gender-based stereotypes and traditional roles for
women hinder their growth potential, presenting challenges for career
advancement, learning, earning, and leadership opportunities. Within IDX200
companies, only 15% of roles were held by women in 2021, with merely 21%
achieving gender balance in their executive leadership teams (International
Business Coalition for Women Empowerment, 2021). A gender-balanced
organization, marked by equal representation at all levels, is dedicated to
fostering an inclusive work environment for career progression irrespective of gender.
As of the beginning of 2023, Indonesia’s population is 278,69 million people of
which 49,52% are women (Badan
Pusat Statistik, 2023). The garment industry, constituting 6.12% of
Indonesia's manufacturing sector GDP and employing over 3.65 million workers,
plays a pivotal role in the nation's economy (PricewaterhouseCoopers
Indonesia, 2023). Despite a predominantly female workforce, women remain
underrepresented in leadership positions, necessitating urgent industry-wide
transformation (Better
Work Indonesia, 2019). Nevertheless, beneath this thriving industry lies a
complex gender disparity. Women have fewer opportunities for advancement,
making it difficult to be on the Executive Leadership Team (ELT) while facing
discrimination, harassment, and struggle to make their voices heard (Woetzel et al., 2018).
In a previous research endeavor led by Widyananda in 2020, an
analysis was conducted to uncover the underlying reasons behind the low
representation of female pilots. However, it is noteworthy that the interpretation
of interview results lacked the application of open coding, resulting in a
solution that was, to a certain extent, broad and generalized. This identified
research gap prompts the need for a more in-depth analysis, aiming to enhance
the understanding of the findings through the incorporation of open coding. By
introducing open coding into the analytical framework, the research endeavors
to bring a higher level of granularity and precision to the solution derived
from the study. This methodological refinement will allow for a more nuanced
interpretation of the data, enabling a sharper and more insightful resolution
to the existing challenge (King
& Mackey, 2016). Thus, the current research seeks to
build upon the prior work, addressing the limitation identified in the earlier
study and contributing to a more comprehensive (Gregor
& Hevner, 2013).
There are clear economic benefits to engaging more women in
the labor force, such as an improvement in welfare and the opportunity to
advance their careers. Additionally, higher female participation boosts
household earnings, preserves aggregate demand during recessions, and aids in
maintaining or consolidating the middle class (Organization
for Economic Cooperation and Development, 2016). Female leadership is not
simply an issue of equity and diversity, but it is also a strategic advantage
that benefits businesses and society as a whole. This research seeks to unravel
gender equality comprehensively by examining workforce dynamics. Ultimately,
the goal of this research is to provide an inclusive work environment and
promote equal opportunities, that will eventually contribute to better
decisions, innovation, and overall success of the organization.
Method
This research adopts a qualitative methodology to effectively
address the contextual problem, aligning with the precise data obtained during
interviews. The decision to employ qualitative methods was informed by the need
for a nuanced understanding of the subject matter. The interviews focused on
two respondents, both managers from distinct departments in a specific garment
industry within Bandung City. The chosen research variable delves into the
working experience of the respondents and investigates the work culture and
policies that may either facilitate or impede women's advancement within the
industry. This approach aims to provide a comprehensive exploration of the
factors influencing gender dynamics within the organizational context.
The analysis method will employ four frames of gender in organizations,
derived from feminist theory which offers various approaches to address gender
issues in organizations, each serving as a "frame" for understanding
gender and addressing disparities. Ultimately striving for gender equity
through various strategies. Subsequently, the interview results will undergo a
comprehensive analysis using open coding and axial coding methods. This
analytical process is crucial for categorizing the obtained data into predetermined
frames, facilitating an exploration of gender-related aspects within the
specific garment industry in Bandung City. In addition to this, the study
incorporates SWOT and PESTLE analyses to offer a broader perspective on the
environment, enhancing our understanding of how external factors may impact business
operations within the industry.
Results and Discussion
To begin, the data collection
process involves conducting an in-depth interview, employing a semi-structured
interview format. This approach combines the benefits of predetermined themes
and questions typically associated with a structured interview, providing a
degree of flexibility by allowing the interview session to unfold in an
open-ended manner. The theme of the interview revolves around the sharing of
perspectives and experiences currently observed within the organization. The
primary objectives are to ascertain insights into the prevailing work culture
and to understand the factors contributing to the underrepresentation of women
in leadership roles. The question asked related to the four frames of gender are outlined as
follow:
·
Fix the women: Can you
explain the level of skills women in your company have as compared to men?
·
Value the feminine: What
are the characteristics that women bring to the company that men cannot bring?
To what extent does your company encourage these characteristics to take place?
·
Create equal opportunity:
What does the company do to allow women to have the same opportunities as men
in the workplace?
·
Assess and revise work
culture: Can you explain the company culture that is dominant? To what extent
is the company achievement-oriented or assertive? And to what extent is the
company nurturing or collaborating?
Qualitative
analysis will be conducted through thematic analysis, a method that uses open,
axial, and selective coding techniques to understand the context. Open coding
categorizes concepts, axial coding focuses on emergent themes, and selective
coding integrates organized data categories for a more cohesive context. This
systematic approach ensures a nuanced examination of the subject matter (Williams & Moser, 2019). The underlined code
reflects a series of indicators that may perpetuate barriers to women's career
advancement within an organization. Gender distribution and limited female
representation suggest a lack of diversity, potentially hindering an inclusive
workplace. Factors influencing promotion, such as individual capabilities being
the primary criterion, can inadvertently reinforce existing gender biases and
stereotypes. The absence of formal training programs may further impede women's
professional growth, limiting their access to skill development opportunities.
In a goal-oriented company culture that heavily focuses on achieving results,
there may be a risk of more masculine environment that may hinder women
advancement. The lack of gender-based performance evaluation, informal
structure promotion, and the promotion based on individual qualities may
contribute to the perpetuation of gender disparities in leadership roles.
Additionally, the absence of formalized career paths and specific policies for
gender equality may increase challenges women face in breaking through barriers
to advancement.
Table 1. Open and Axial Code
|
Open Code |
Axial Code |
|
(A1) Female majority |
Gender dynamics |
|
(B1) Limited female
representation |
Career advancement factors |
|
(C1) Limited formal
training program (C2) Training for system
usage (C3) Personal
development and learning on the job |
Training and development |
|
(D1) Weekly evaluation meeting (D2) Evaluation criteria based on targets, diligence and problem
solving (D3) No gender-based performance evaluation |
Performance evaluation |
|
(E1) Family like
atmosphere (E3) Goal oriented
company culture (E4) Focus on achieving
results |
Company Culture |
|
(F1) Individual initiatives encouraged (F2) Opportunities based on performance (F3) Lack of formalized career paths |
Career pathways and opportunities |
|
(G1) Ego as challenge (G2) Importance of open communication |
Challenges in teamwork |
|
(H1) Goal oriented
projects (H2) Guidance from
supervisors in project planning |
Project management |
|
(I1) Lack of specific
policies for gender equality (12) Promotion based
on individual qualities and skills (I3) Informal
structure promotion |
Company Policies |
Table
2. Selective and Axial Code
|
Selective Code |
Axial Code |
|
Fix the women |
Gender dynamics |
|
Value the feminine |
Career advancement
factors |
|
Create equal opportunity |
Create pathways and
opportunities Training and development |
|
Assess and revise work
culture |
Company culture |
The
acknowledgment that success is attributed to individual traits rather than
gender-specific skills challenges the "Fix the Women" frame, which
implies a need to address perceived skill gaps in women. Thus, difficulties in
appreciating feminine qualities in leadership are reflected in the low presence
of women at leadership positions despite a sizable female workforce. The
absence of gender-specific policies for advancement raises questions about the
organization's commitment to supporting and encouraging feminine leadership
qualities.
The
organization's emphasis on assertiveness and competitiveness, along with its
goal-oriented and results-driven methodologies, are stereotypically associated
with masculine values. In addition, the emphasis on cooperation, open
communication, and a family-like environment appeals to stereotypically
feminine traits. However, it seems that there are no particular frameworks or
policies that actively promote women's advancement in the workforce. Promotions
are not determined by institutionalized promotion protocols, but rather by
competence and experience. This lack of an institutional framework to ensure
gender equity perpetuates an informal, masculine-oriented culture.
The
SWOT analysis reveals the organization's strengths and weaknesses in its
approach to gender. The organization has a family-like atmosphere that reflects
feminine qualities, and regular performance evaluations that are impartial
across genders. Emphasis is placed on individual initiative and personal growth,
allowing employees to showcase their skills. However, weaknesses persist, such
as limited female representation in leadership roles, lack of specific policies
for gender analysis, and lack of formal training programs. The absence of
formalized career paths also hinders career development. Opportunities for
improvement include implementing policies that support gender equality and
women's advancement, implementing mentoring programs for high-potential women,
and creating a competency framework for promotions. Creating awareness and
support for feminine traits can contribute to a more balanced and inclusive
workplace. The organization faces threats such as low numbers of women in
leadership roles, lack of support for women's career growth, perpetuation of
gender stereotypes, and reliance on individual skills for promotions.
Addressing these threats is crucial for the organization's long-term success
and commitment to fostering an equitable and inclusive work environment.
KOMPAK,
an Indonesian-Australian partnership program, aligns with Australia's Gender
Equality and Women's Empowerment Strategy, focusing on women's involvement in
decision-making, leadership, peace-building, economic empowerment, and
combating violence against women and girls. The National Gender Mainstreaming
Policy, enacted in 2000, guides the National Long-term Development Plan (RPJPN)
2005-2025, aiming to empower women, reduce the gender gap, provide them with a
better standard of living, and encourage women's leadership to overcome barriers.
However, the policy's influence is limited by its classification as an
"instruction" rather than a law, making its influence insufficient (World
bank, 2011).
The
economic impact of increasing women in leadership roles in Indonesia is
significant, with studies estimating that over $12 trillion could be added to
global growth by 2025 (Ellingrud, Madgavkar, & Manyika, 2016). Women own 60% of enterprises in Indonesia, with the majority operating
in micro or small businesses. Expanding access to capital and financing for
women entrepreneurs and SMEs leaders could drive innovation and job growth.
However, less than 7% of Indonesian SMEs have access to capital markets,
highlighting the need to address the gap in financial access for women-led
businesses (Dea, 2019). A World Bank study revealed that only 12% of 1,633 Indonesian women
entrepreneurs had received business skills-development training, highlighting
the need for a more nuanced understanding of their motivations and a concerted
effort to bridge the information gap in available resources (World
bank, 2016).
Sociocultural
values in Indonesia pose a significant hurdle for women in leadership roles.
Gender-role stereotypes, particularly in urban areas, often lead to women being
expected to be primary caregivers and home managers (Tambunan, 2017). This disadvantages women in terms of time, skill-development, and
networking. High costs also limit access to childcare programs. Despite
historical gender disparities in higher education, more women are pursuing
higher education, countering patriarchal stereotypes and providing leadership
role models. Increasing educational opportunities for women is crucial for
broader acceptance of female leaders in business, government, and society (Seierstad, Warner-Søderholm, Torchia, & Huse,
2017).
Indonesia
has been promoting women's empowerment in information and communication
technology through social organizations like the Indonesian Women Information
Technology Awareness organization. Female Development aims to create an environment
where women understand technology, invent creative ideas, and create useful
programs. Digital equality would impact gender work equality, economic success,
and job market value (Suwana, 2017). However, women face challenges
such as limited autonomy, limited access to online platforms, and perceptions
of digital places as harmful or unsafe. The high costs of internet use also
limit women's access to economic resources and freedom (Gattorno
et al., 2022).
Convention
No. 111 on Discrimination in Employment and Occupation, ratified by Law No. 21
of 1999, is an international labor organization convention that mandates every
ratified ILO member state to eliminate all forms of discrimination in
employment and occupation based on race, color, sex, religion, political
opinion, nationality, or ancestry. The Convention on the Elimination of All Forms
of Discrimination Against Women, ratified by Law No. 7 of 1984, regulates
women's right to work and the state's obligation to guarantee it. Article 11
mandates appropriate regulations to eliminate discrimination in employment,
ensuring equal rights between men and women. These rights include the right to
work as a human right, equal employment opportunities, free choice of
profession and occupation, promotion, job security, vocational training, equal
pay, social security, and occupational health and safety. However, despite
these guaranteed rights, their implementation is inconsistent, with
discriminatory treatment occurring during recruitment processes, such as
seeking attractive, unmarried female workers or imposing job requirements
resulting in sex discrimination.
Women
on corporate boards are linked to improved environmental performance and responsible
business practices. They participate in environmental decision-making,
contribute to larger environmental spending, and are more focused on environmental,
social, and governance issues. A study shows that when women hold at least 30%
of board seats, they significantly impact climate governance and innovation.
Women entrepreneurs also contribute positively to environmental outcomes, with
more pro-environmental attitudes and commitment to sustainability goals (Organisation
for Economic Cooperation and Development, 2022).
Table 3. PESTLE - SWOT Analysis Summary
|
FRAME |
Strength |
Weakness |
Opportunity (External) |
Threat (External) |
|
Frame 1: Fix the women |
Recognizing
that success stems from individual skills rather than gender |
|
|
|
|
Frame 2: Value the feminine |
|
Limited
female representation in leadership role despite sizeable female workforce |
Leveraging
Feminine Values for Sustainability Gains |
|
|
Frame 3: Create Equal opportunity |
Regular
performance evaluations based on target and problem solving are impartial
across gender |
Lack of
training program and formalized career path |
Women
could have equal opportunities as men if they are equally treated by
providing training |
Glass
ceiling theory, there is an invisible barrier that keeps hindering women from
reaching leadership roles. Also a bias towards women leaders, because leaders
are imagined as men. |
|
Frame 4: Assess and revise work culture |
Family
like atmosphere appeal to feminine qualities |
|
|
The
industry's long work hours and inflexible schedules, rooted in traditional
masculine values, may hinder women's participation and advancement in various
projects. |
Based on the analysis here are some recommendations
solution for promoting gender equality:
1.
Frame 1, “Fix the women”: Enhance skills training and
professional development opportunities, particularly programs aimed at building
confidence, executive presence, strategic thinking, and other leadership
competencies in women. This can help address any perceived skill discrepancies.
2.
Frame 2, “Value the feminine”: Challenge stereotypical
assumptions about gender differences in skills, careers, or leadership potential
through awareness campaigns, bias mitigation training, and highlighting
examples of successful women leaders. Actively recognize the unique value women
provide
3.
Frame 3, “Create equal opportunity”: Implement policies
and programs specifically supporting women's advancement and leadership
development. Mentorship programs for women and quotas for women in executive
positions. Establish clear, transparent, and standardized criteria for
promotions and career advancement pathways with opportunities for developing
and demonstrating leadership capabilities.
4.
Frame 4, “Assess and revise work culture”: Foster an organizational
culture centered on open communication, teamwork, empowerment, empathy, and growth mindsets. Draw from stereotypically feminine
traits to balance existing masculine-oriented values. Collaborate with external
programs empowering women entrepreneurs through training, access to capital or financing,
and networking
Table
IV.5 Summary of Alignment
|
Solution |
Connection |
|
|
Fix the Women |
Enhance skills training and
professional development opportunities |
Addresses potential skill discrepancies and
supports women's career advancement in a male-dominated industry. |
|
Value the Feminine |
Awareness campaigns, bias
mitigation training |
Counters traditional gender norms, encouraging a
more diverse and inclusive work culture. |
|
Create Equal Opportunities |
Implement policies and programs
specifically supporting women's advancement and leadership development |
Directly addresses the threat of limited
representation and unequal opportunities for women in leadership. |
|
Assess and Revise Work Culture |
Balancing existing masculine-oriented values with feminine traits |
Mitigates the threat of a rigid, masculine-oriented
work culture, promoting inclusivity and diversity |
Conclusion
This research project on advancing gender equality
awareness within the Indonesian garment industry revealed that while success is
determined by skills and capabilities regardless of gender, female
representation in leadership roles is currently limited due to inadequate
support for valuing feminine traits. Proposed solutions involve a
multidimensional approach combining top-down policies like mentoring
initiatives and competency-based career development pathways for women, with
bottom-up cultural realignment through bias mitigation awareness and
incorporating feminine values into flexible work arrangements. However,
policies promoting gender equality or women's advancement alone risk
perpetuating a masculine-oriented work culture. Sustainable progress requires
continuous effort focused on the most impactful areas of intervention,
including training programs, performance evaluations, and revising aspects of
work culture. Further research across the sector can build on these findings to
foster workplace gender equality through a combination of supportive policies
and cultural realignment. Exploring the impact of female leadership mentorship
on promotion rates, sentiments influenced by inclusiveness messaging, and the
experiences of women leaving organizations can provide additional insight. A
collaborative approach addressing policies, practices and culture is key to the
garment industry becoming more equitable and inclusive.
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