Perceptions on Workplace Gender Equality

Republic of the Philippines
City of Taguig
Gen. Santos Ave. Central Bicutan, Taguig City
Taguig City University

PERCEPTION ON WORKPLACE GENDER EQUALITY OF SELECTED
WORKING STUDENTS OF HUMAN RESOURCE DEVELOPMENT
MANAGEMENT AT TAGUIG CITY UNIVERSITY A.Y. 2020-2021:
BASIS FOR INTERVENTION PROGRAM
An Undergraduate Thesis Presented to the Faculty

Of the College of Business Management
TAGUIG CITY UNIVERSITY
In Partial Fulfillment of the Requirements for the Degree

Bachelor of Science in Business Administration Major
in Human Resources Development Management
By
BARRIENTOS MICHAELLA M.
DAACA IAN DAVE D.
ORGAYA DEVI FELISE Y.
PULGADO, ALYSSA VERNETTE E.
RIEGO PATRICIA ANNE L.
TALAVERA PIA ALEXIS B.
TAMBO SOFIA KRISTINA S.
VILLEGAS DANIEL JOHN L.
August 2021
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APPROVAL SHEET
This thesis entitled, “Perception on Workplace Gender Equality of Selected

Working Students of Human Resource Development Management at Taguig City
University A.Y. 2020-2021: Basis for Intervention Program” prepared and submitted
by Barrientos, Michaella M., Daaca, Ian Dave D., Orgaya, Devi Felise Y., Pulgado,
Alyssa Vernette E., Riego, Patricia Anne L., Talavera, Pia Alexis B., Tambo, Sofia
Kristina S., Villegas, Daniel John L. in partial fulfilment of the requirements for B.S. in
Business Administration Major in Human Resource Development Management has
been examined and recommended for ORAL EXAMINATION.
PROF. EUNICE G. PARCO
Thesis Adviser
Approved in partial fulfilment of the requirements for the degree Bachelor of Science
in Business Administration Major in Human Resource Development Management by
the Oral Examination Committee with a grade of _________.
MARIO S. NILLO, Ph.D.
Chairman
SYLVIA M. MARIANO, MAED FLORENZ M. REAL, MBA

Member Member
NORLYN I. GOZUM, MM, LPT ZANDRA L. BRINAS, MBA

Member Member
Accepted in partial fulfillment of the requirements for the degree Bachelor of Science
in Business Administration Major in Human Resource Development Management.
CARLITO R. OSTRIA, DBA, PhD

Dean, College of Business Management
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ACKNOWLEDGEMENT
The completion of this undertaking could not have been possible without the
participation and assistance of so many people whose names may not all be
enumerated. Their contributions are sincerely appreciated and gratefully acknowledge.
However, the group would like to express their deep appreciation and indebtedness
particularly to the following:
To the City Government headed by our beloved Mayor Lino Edgardo “Lino”
Cayetano for the continuous support to the students of Taguig City University;
To the OIC, Office of the University President, Dr. Jaime M. Jimenez for his good
leadership and management of this University that provides opportunities to students to
reach their dreams;
To our College Dean, Dr. Carlito R. Ostria for the words of wisdom and continuous
support;
To our Business Research subject adviser, Professor Sylvia M. Mariano for
sharing her expertise, guidance, support, and encouragement as we go along our study;
To our thesis adviser, Professor Eunice G. Parco for her advices, inputs and
motivation to finish this research paper;

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The completion of this undertaking could not have been possible without the
participation and assistance of so many people whose names may not all be
enumerated. Their contributions are sincerely appreciated and gratefully acknowledge.
However, the group would like to express their deep appreciation and indebtedness
particularly to the following:
To our Statistician, Professor Junry P. Bacalso for guiding and helping us in the
statistical treatment and analysis of data;
To the respondents of this study, the Human Resource Management Development
students for being approachable, cooperative and supportive in answering the
questionnaire;
To our beloved parents who have been very supportive in this undertaking,
including the moral and financial support we needed badly;
And most of all, to God Almighty who bless the researchers with wisdom and strength
to overcome all challenges towards the completion of this study.

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DEDICATION 1
We humbly dedicate this research study to the enhancement of working students of
Human Resource Development Management in making research studies.
The researchers aim to develop a study that is worthy of credit as a reference in the
continuing implementation of Workplace Gender Equality.
We also dedicate this to our families whose untiring support and assistance have
made possible the fruition of our efforts. To our friends and classmates for their
cooperation while conducting the study.
And most of all, to Almighty God, the author of knowledge and wisdom who made
this possible.
The Researchers
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TABLE OF CONTENTS 1
Page
TITLE PAGE ……………………………............... i

APPROVAL SHEET ……………………………................ ii
ACKNOWLEDGMENT ……………………………................ iii
DEDICATION ……………………………................ v
TABLE OF CONTENTS ……………………………................ vi
LIST OF TABLES ……………………………................ x
LIST OF FIGURES ……………………………................ xiii
ABSTRACT ……………………………................ xiv
Chapter 1 THE PROBLEM AND ITS BACKGROUND
Introduction …….…………………………. 1
Background of the Study …….…………………………. 3
Theoretical Framework …….…………………………. 5
Conceptual Framework …….…………………………. 8
Statement of the Problem …….…………………………. 10
Hypothesis of the Study …….…………………………. 11
Scope and Limitation of the Study ….………………………….... 12
Significance of the Study …….………………………… 12
Definition of Terms ...…….………………………. 13
Chapter 2 REVIEW OF RELATED LITERATURE AND STUDIES

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Leadership ................................... 15 1
HR policy ................................... 18
Culture ................................... 20
Climate ................................... 21
Strategy ................................... 23
Structure ................................... 24
Synthesis of Reviewed Literature ................................... 25
and Studies
Chapter 3 RESEARCH METHODOLOGY
Research Method Used ................................... 27
Respondents of the Study ................................... 28
Respondents and sample ................................... 28
Population and Sampling Technique ................................... 29
Instrumentation ................................... 30
Validation of Instrument ................................... 30
Data Gathering Procedure ................................... 31
Statistical Treatment of Data ................................... 31
Chapter 4 PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

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Profile of Respondents …………………................. 34 1
Perception of Respondents on ….................…………….... 39
Implementation of Workplace Gender Equality
Problems encountered …................……………...... 48
by the respondents relating
to Gender Equality/Inequality
Significant difference between ….................…………….... 49
the perception on Workplace Gender
Equality and the Respondents Profile
5 SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
Summary of Findings ………………………............. 50
Conclusions …………………………….…. 52
Recommendations ............................................... 55
Proposed Action Plan ……………………………….... 57

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REFERENCES ……………………………….... 59 1
APPENDICES ……………………………….... 66
A. Request Letter to ……………………………….... 67
B. Conduct Survey Questionnaire ……………………………….... 68
CERTIFICATE OF VALIDATION
Certificate of Grammarian ……………………………….... 75
Certificate of Statistician ……………………………….... 76
CURRICULUM VITAE ……………………………….... 77

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LIST OF TABLES 1
Table Page No.
1 Respondents and Sample ……………………...... 28
2 Arbitrary Scale of Values ……………………...... 33
3 Weighted Means .……………………...... 33
4 Profile of Respondents ……………………...... 34
in Terms of Age
5 Profile of Respondents ……………………......... 35
in Terms of Sex
in Terms of Civil Status
7 Profile of Respondents …………………….......... 36
in Terms of Year Level
in Terms of Position
in the Company
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9 Profile of Respondents …………………….......... 38 1
in Terms of Length of
Service in Company
10 Perception of Respondents on ……………………........... 39
in terms of Leadership
in terms of HR Policy
in terms of Culture
13 Perception of Respondents on ……………………............ 43
in terms of Climate
14 Perception of Respondents on …………………….......... 45
in terms of Strategy
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15 Perception of Respondents on …………………….......... 46 1
Implementation of Workplace
Gender Equality in terms of Structure
16 Problems encountered by ……………………........... 48
the respondents relating to
Gender Equality/Inequality
17 Significant Difference between ……………………............ 49
the Perception on Workplace Gender Equality
and the Respondents’ Profile

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LIST OF FIGURES 0
1
Figure Page No.
1 Theoretical Framework ……………………………….. 5
2 Conceptual Framework ………………………………… 8

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ABSTRACT 1
1
TITLE: Perception on Workplace Gender Equality of Selected Working Students
of Human Resource Development Management
at Taguig City University A.Y. 2020-202:
Basis for Intervention Program
Researchers: BARRIENTOS MICHAELLA M.

DAACA IAN DAVE D.
ORGAYA DEVI FELISE Y.
PULGADO, ALYSSA VERNETTE E.
RIEGO PATRICIA ANNE L.
TALAVERA PIA ALEXIS B.
TAMBO SOFIA KRISTINA S.
VILLEGAS DANIEL JOHN L.
Degree: Bachelor of Science in Business Administration major in Human

Resource Development Management
Institution: Taguig City University

Gen. Santos Ave., Central Bicutan, Taguig City.
Thesis Adviser: Prof. Eunice G. Parco

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Gender inequality is a problem in some workplaces. Despite decades of research 2
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and advocacy on gender equality, little attention has been paid to broad workplace
measures to promote gender equality. We address this gap Based on the findings and
conclusions of workplace gender equality, examining the gap in gender equality
research, and providing a practitioner paradigm for organizational gender equality
action.
This study used a descriptive type of method and utilized purposive sampling for
the selected working students of Human Resource Development Management
students of Taguig City University as the respondents of this study. Data collection was
done through a researcher-made survey instrument that captured the problems define
under the statement of the problem. Frequency distribution, slovin’s formula,
percentage, weighted mean, and ANOVA test were used to treat and analyze the data
collected. The Perception of respondents on Implementation of Workplace Gender
Equality in terms of the variables under the statement of the problem number two and
measured what experiences they encountered and rated whether Strongly agree,
Agree, Disagree and Strongly Disagree. In terms of profile, the majority of the
respondents are female, single and within the age bracket of 18 to 22 years old, third-
year college students of HRDM, and working as a crew within 6months to 1year length
of service in the company.

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The findings revealed that the assessment of the respondents based on the six 3
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goals of HRDM working student's verbal interpretation was strongly agree and for the
verbal interpretation in problems encountered by the respondents relating to gender
equality/inequality was seldom. Also, the analysis stated that there is no significant
difference between the perception of workplace gender equality and the respondent’s
profile. Based on the findings and conclusion the researchers recommend having
awareness about fair insights and understandings in all genders and maintain equality
in the workplace.
This research looks into the subject of gender discrimination in the workplace and
how it affects employee satisfaction. This study looks at how organizations use the
statutory equality plan and gender equality policies to manage human resource
development for working students. Because many firms include workforce diversity in
their gender equality policies, worker diversity was also a major consideration in our
study.
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CHAPTER 1 4
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THE PROBLEM AND ITS BACKGROUND
Introduction
Gender equality means that women and men have the same conditions to realize
all their human rights and to contribute and benefit from economic, social, cultural, and
political development. Therefore, gender equality is an equitable assessment of the
similarities and differences between men and women and the roles they play. It is based
on women and men becoming official partners in their families, communities, and
society. The researchers will analyze workplace gender equality for in-service students
majoring in Human Resource Management at the College of Business Management at
the Taguig City University.
Sex discrimination inhibits economic growth because it affects the unequal
distribution of power between men and women in the family, the economic sphere, and
public life, discriminatory social systems limit women's economic opportunities.
In year 2018, in an article of SOGIE Bill, Equality about the issue of gender equality
for transgender women in the Philippines, recently, Gretchen Custodies Diez was
arrested for broadcasting live on Facebook in the women's restroom. As a result, many
members of the third sex were forced to declare the Law on Sexual Orientation and
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Gender Identity expression Equality Bill. (SOGIE Bill). The SOGIE bill was first 3
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introduced in Congress in 2000 by former Senator Miriam Defensor Santiago and
Former AKBAYAN Party Representative Etta Rosales. The bill passed its third
reading in the House of Representatives but stalled in the Senate. Other senators
proposed similar measures in Congresses XV and XVI, but none were successful. In
every parliamentary term in the Senate, up until his last term in 2016, the San Diego
Secretary of Defense reintroduced the bill. Akbayan representatives continue to propose
corresponding bills in the 4,444-member House of Representatives. In May 2019, the
SOGIE Bill officially became the longest-running bill during the Senate challenge in
Philippine history. Supporters of the bill say the long-term investigation of the dissidents
is aimed at preventing the landmark anti-discrimination bill from being passed.
In September 2020, after President Rodrigo R. Duterte pardoned a former US
Marine, the organization again called for passage of the SOGIE Act. The former US
Marine was convicted of the trans-Philippine murder of Jennifer Laude. Its purpose is to
prevent all kinds of discrimination against people related to the economy and public
accommodation because of their sexual orientation, gender identity, or expression. In
the article of Christoph Winkle (2003), workplace battle continues for Saudi women.
Gender equality in Islam in Saudi Arabia boils down to "different, but equal." Women and
men are considered equal in terms of their rights and responsibilities, but according to a
2003 treatise by Saudi religious scholar Dr. Rabe al-Madkhali, God endowed men and
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women with different rights and responsibilities, with men's "appropriate to their 3
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manhood and their strengths and their minds and their willing" and women's "appropriate
to their womanhood and their willing." Since then, certain things have changed. Women
can now own and operate enterprises, and they've even managed to get rid of the male
legal proxy that government offices used to conduct all formal transactions with female-
owned businesses. Women have been elected and appointed to the chambers of
commerce in Jeddah and Dammam. Since 2008, women have been able to live alone
in their homes without the necessity for a male guardian. To combat workplace
discrimination, labor law has created a few rights and responsibilities for men and
women on an equal footing, such as equal compensation for work of equal worth and
quality, and full equality in the search for work assistance and training programs to gain
work.
The purpose of this study is to determine the perception of the respondents on the
status of gender equality in their respective workplace. It is vital that the workplace
provide a venue where employees will perform based on their skills, knowledge,
experience and attitude, that the workplace is where employee rights are upheld and
protected.
Background of the Study
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
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“gender” have different meanings, laws against discrimination at work often use them 4
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interchangeably. Sometimes workers experience discrimination because of their gender
and something else, like their race. Gender inequality is associated with negative health
effects, but little is known about the mental health risks of workplace gender inequality,
men and women face different restrictions in accessing productive employment, decent
work and/or government services. Since women are in the most disadvantaged position
and suffer the most losses, strategies must be developed to address their specific
restrictions.
According to Armania (2019), one reason cited for why more women aren't moving
into higher-up executive-type roles is the lack of female role models in the workplace not
having a visible role model can make women feel as if moving into a leadership-type
role is simply unattainable. There are more male workers than females and their salary
is much higher. According to the survey reveals, those female workers frequently have
some problems in workplaces due to their gender. And these problems are various: low
opportunities for career promotion, dress code, bad attitude, work restrictions, etc. In
order to solve gender inequality in the workplaces, the most efficient thing to do will be
the installment of written policies of gender equality promotions. These policies should
ensure that men and women have equal rights and they should be paid equally for the
same work. Policies should ensure equality in all levels of HR development: recruitment,
hiring, training, career promotion, payment, and rewards. These policies should make it
possible to balance personal and professional lives of employees. The researchers

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aimed to investigate the association of workplace gender equality and depressive 5

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symptoms from the perception of HRDM working students in Taguig City University for
intervention program to sustainable development relies on ending inequality toward men
and women providing equal opportunities for education and especially for employment.
Gender equality has been conclusively shown to stimulate economic growth, which is
important, especially in countries with higher unemployment rates, less economic
opportunity and seek to reduce inequalities between men and women to achieve desired
outcomes.
Theoretical Framework
Figure 1. Discrimination in Organizational Structures,

Processes and Practices
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The study is anchored on the theory of *The Effect of Organizational Structures, 6

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Processes, and Practices on HR Practices* (2015). Organizational structures,
processes, and practices are influenced by the study of Gelfand et al. (2007).
Leadership, Structure, Strategy, Culture, Climate, and HR policy are all
interconnected and can lead to prejudice. As a result, gender differences in each aspect
can affect the others, creating a self-reinforcing system that can perpetuate institutional
discrimination and lead to discrimination in HR policies, decision-making, and
enactment. The Researchers also claim that there is a bidirectional relationship between
gender inequalities in organizational structures, processes, and practices and
discrimination in HR practices. As a result, Researchers looked at how HR practices
contribute to gender differences in organizational structures, processes, and practices.
The researchers identified the link between organizational decision makers' levels
of sexism and their likelihood of making gender-biased HR-related decisions and/or
behaving in a sexist manner when enacting HR policies in the section "The Effect of
Hostile and Benevolent Sexism on How Organizational Decision Makers' Conduct HR
Practices" (e.g., engaging in gender harassment). The researchers concentrated on two
types of sexist attitudes: aggressive and harmless sexism (Glick and Fiske, 1996).
Antipathy toward agentic women, as well as negative perceptions about them,
constitutes hostile sexism. Benevolent sexism, on the other hand, is characterized by
favorable but paternalistic views of women as extremely communal. Whereas past
research on workplace discrimination has concentrated on hostile forms of sexism, the

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researchers extended this work by demonstrating how benevolent sexism, which is 7

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subtler, can also contribute to gender discrimination in HR practices in relevant but
separate ways. The Researchers described how institutional discrimination in
organizational structures, processes, and practices affects HR-related decisions and the
enactment of HR policies in the section “The Effect of Organizational Structures,
Processes, and Practices on Organizational Decision Makers' Levels of Hostile and
Benevolent Sexism,” because they not only affect HR-related decisions and the
enactment of HR policies, but they also provide a steppingstone to enacting HR policies.
In other words, the researchers expected higher levels of sexism—the third link in our
model—where there is more institutional discrimination, which leads to gender prejudice
in HR practices. The researchers addressed how organizations might eliminate gender
discrimination in the section "How to Reduce Gender Discrimination in Organizations.
Researchers proposed that, in order to eliminate prejudice, organizations should
concentrate on HR practices, as well as other closely connected organizational
structures, processes, and practices, as well as the amount of sexism among
organizational decision-makers. Gender discrimination, according to the concept of
study, is the outcome of a complex interplay between these elements, thus organizations
should take a multidimensional strategy. As a result, focused on just one factor may not
be as beneficial if the models other components continue to encourage gender
inequality. Of course, the model that the Researchers suggest for analyzing gender
differences at work is restricted and not meant to be comprehensive.

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As stated above; the article shows how gender is viewed in the workplace, how it 8
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affects the performance of an individual towards work and what should be strived for to
adhere to this topic. In line with the study of assessing workplace gender equality as a
basis for intervention programs its manifest relevance as it stimulates on what goal the
Researchers must reach for this intended research.
Conceptual framework
This study utilized the IPO (Input-Process-Output) model. The Input-Process-Output
(IPO) model is a functional graph that identifies the input, outputs and required
processing tasks required to convert inputs to outputs.

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INPUT PROCESS OUTPUT
1. Profile of the Respondents
1.1 Age
1.1 Gender
1.2 Civil Status  Formulation,
1.3 Year Level Validation and
1.4 Position in the pre-testing of
Company
1.5 Years in the instrument.
Company, and
2. Perception of Respondents
on Workplace Gender
Equality in terms of:  Online survey Intervention
2.1 Leadership
2.2 HR Policy questionnaire from program
2.3 Culture the researchers.
2.4 Climate
2.5 Strategy, and
2.6 Structure
3. Problems encountered by
respondents relating to  Statistical
gender equality/inequality. treatment and Data
analysis
FEEDBACK
Figure 2. Research Paradigm
The researchers used the IPO model to view the variables affecting the study of
gender equality in the workplace. By parting the major variables of the study, it is easier
to recognize the impact of gender equality to workplace.
Shown on the figure 2 above an Input-Process-Output model that provides the flow
for the research. The researchers identified the profile of the respondents, their
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perceptions, problems, and recommendation to promote gender equality in the 0

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workplace, and their significant difference.
In this, the research portrayed the relation of gender equality and the awareness of
the people to the concept of its benefits to the workplace.
The researchers conducted online surveys to answer a few questions about their
perception to gender equality and served as basis for intervention programs.
STATEMENT OF THE PROBLEM
This study aimed to determine the perception of selected working BSBA-HRDM
students at Taguig City University on workplace gender equality as basis for intervention
program.
Specifically, it sought answers to following research questions:
1. What is the profile of the respondents in terms of:
1.1 Age
1.2 Sex
1.3 Civil Status
1.4 Year level
1.5 Position in the company; and

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1.6 Years in the company? 1

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2. What is the perception of the respondents on workplace gender equality in terms
of:
2.1 Leadership
2.2 HR policy
2.3 Culture
2.4 Climate
2.5 Strategy; and
2.6 Structure?
3. What are the problems encountered by the respondents relating to gender
equality/inequality?
4. Is there a significant difference between the perception on workplace gender equality
when grouped based on the respondents’ profile?
5. Based on the findings, what intervention program may be proposed?
Hypothesis of the Study
Ho: There is no significant difference between the perception on workplace gender
equality and the respondents’ profile.

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Scope and Limitations of the Study 2
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This research study focused on the perception of students on workplace gender
equality. The selected HEI program under the College of Business Management is
Human Resource Development Management. The respondents of this study are BSBA-
HRDM working students from first year to fourth year of Taguig City University currently
enrolled in Academic Year 2020-2021, 2nd semester.
The variables that were treated in this study include the perception on workplace
gender equality and problems encountered by working students of Human Resource
Development Management. The duration of the study is August 2021 until September
2021 to finish this research. The researchers are challenged to conduct this study on
purely online due to the COVID-19 pandemic, where visit to physical libraries and face
to face interviews and surveys were not permitted.
Significance of the Study
This study on gender equality will be useful to the following sectors:
Local Government of Taguig City. This research used to develop awareness
programs and enhanced gender equality rights for every third-sex member.
Taguig City University. They provided the necessary information to build a better
gender equality strategy in HEIs.

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College of Business Management Faculty. This research provided information 3

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about the plan and use any extracurricular activities to acquire the correct teaching skills
to integrate gender equality.
Students. This provided with meaningful information and knowledge to raise
awareness of gender equality and other aspects of gender development.
Working Students. This research provided necessary information related issues
on workplace gender discrimination.
Future Researchers. This research provided a reference for further research on
gender equality. This study does not deal with similar studies using other variables.
Definition of Terms
The following terms are defined the better understanding of the study:
Climate. It aims to actively promote equality, which frequently entails particular
efforts to empower women in their homes, communities, and societies, as well as in
larger political and planning processes.
Culture. Characterized society's beliefs and behaviors, especially when they are
intimately related to tradition or religion.
Gender Equality. When all people, regardless of gender, have the same rights,
duties, and opportunities.

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Higher Educational Institutions. Are independent, self-governing bodies active in 4

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teaching, research and scholarship and established by legislation. Most are part-funded
by government.
HR policy. Programs that focused on gender equality have a better chance of
meeting their workforce coverage and productivity targets.
Human Resource Management. Prepared its students to have the necessary skills
and competencies that allow them to thrive in any industry and manage an organization's
human capital.
Human Rights. Are founded on the nation of individual dignity. Their basic premise
is that every individual is a moral and logical entity who ought to be treated with respect.
Interventions. The act of interfering with the outcome or course especially of a
condition or process (as to prevent harm or improve functioning) male involvement,
women's empowerment, gender roles such as communication and decision-making.
Leadership. Entails motivating, mentoring, and communicating with subordinates
to do the task at hand effectively.
Sex Discrimination. Treated unfairly due to gender.
Strategy. Address gender inequities, restrictions, and issues in a systematic way.

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Structure. Conceptions of masculinity and femininity, conceptions about women's 5
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and men's expectations, internalized judgments of women's and men's conduct, and
prescribed standards for women's and men's suitable behavior
SOGIE Bill. To protect the LGBTQ+ community from against gender-violence and
discrimination. SOGIE is an important piece of our identity that can determine and shape
our needs and experiences.
Workplace Gender Equality. Employees and job seekers should have equal
access to work opportunities and be treated fairly.

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CHAPTER 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter presents the review of literature and studies that the researchers
consider in strengthening the proposition and importance of the study.
Leadership
According to the Oriane Georgeac, Aneeta Rattan, (2019) Journal of Experimental
Psychology, Ordinary intelligence shows that the progress of women in the best space
of representation of authority tends to extend to other spaces of gender imbalance, either
in the organization or in the past. Extending social cognitive speculation based on
sample-based data processing to think about the perceptions of social progress of
stigmatized groups, we speculate that seeing a considerable number of female
representatives in the best authority may reduce the neutrality of people in other spaces.
In any case, some women have obtained the best authority positions, which have
led researchers to test the conditions under which women make progress, despite
seemingly unmanageable and well-documented restrictions. Past grants tend to clarify
at the individual level, suggesting that few women get the best management positions,
or potential pioneer women need key qualities, such as emphasis.

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By Alison Cook, Christy Glass, (2014) The makers are a group of women who 6
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examine and propose ideas for women and organization change. The makers offer
recommendations for counseling examiners and human resources specialists
centered on female clients and to advance women's organization progression. At final,
the makers talk about the overarching themes oozing from their examination and
proposals.
Margaret M Hopkins, Deborah A O'Neil, (2008) the British Journal of Sociology of
Education, the show considers analyzes sex contrasts in arrangement to
administration positions in schools in three diverse instructive divisions in Israel. The
paper surveyed whether beneficiary nations with diligent sex disparity in tutoring get
more help for instruction. It found that female leadership appears to have played a
negligible part within the allotment of help.
To Alexander Stamatios, Antoniou Cary Cooper and Caroline Gatrell (2019) this
study is dedicated to gender equality organization. Alexander- Stamatios, Antoniou
Carry Cooper and Caroline Gatrell focused on the institutional gender ideology in
contrast to their individual’s personality and individual differences. To sum up gender
leadership is a growing phenomenon in the worldwide with research trying to catch up.
Discussing legal perspectives in light of individual that shows men and women are
equipped with the same legal forms and platforms.

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According to Patricia M. Flynn, Kathryn Haynes & Maureen A. Kilgour (2016) many 6
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businesses and organizations are becoming increasingly conscious of the need of
fostering gender equality both within and outside their walls. Gender equality in the
workplace has been shown to improve performance, and many nations' legislative
systems require particular measures to address gender disparity in the workplace.
Despite organizational rules encouraging equality and equal chances, many
organizations, including their supply chains, face obstacles. The book explains why
responsible businesses must address the problem of gender equality in the workplace
based on research. It also includes case studies and action research. The book explains
why responsible businesses must address the problem of gender equality in the
workplace based on research. Case studies, action research, and examples of excellent
practices are also included, illustrating how businesses and organizations are striving to
promote gender equality in diverse situations. The book is intended to reinforce the case
for gender equality in business and organizations, as well as give evidence of gender
equality implementation in the workplace and strategies for dealing with and overcoming
difficulties University: corporations, institutions, and organizations will all find it useful.
HR Policy
According to Cailin Susan Stamarski (2015), organizational structures procedures,
and practices may all show signs of sexual orientation imbalance. Human Resources
(HR) practices sanction some of the most detrimental gender disparities for women. This
is because HR policies (i.e., approaches, decision-making, and punishment) have an

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impact on women's recruitment, training, salary, and progression. We propose a display 7
1
of HR segregation based on sexual orientation, emphasizing the associated existence
of sex differences inside organizations.
Researchers propose that sexual orientation be considered separately in HR
decision-making and within the sanctioning process.
For Constance Newman (2014), sexual orientation may be a key figure working
within the wellbeing workforce. Sexual orientation separation and disparities result in
systems inefficiencies that hinder the improvement of the vigorous workforces required
to reply to today's basic wellbeing care needs, say researchers.
A study by Louise Patterson (2013), aims to provide researchers, HR specialists, and
policymakers in Korea with a reference compilation of certain important criteria for
previous research in this sector. According to the literature, sexual orientation
discrimination in the workplace is caused by gendered stratifications in society.
According to Chen (2018), using a pro-plaintiff sexual badgering frame of reference
reduced sex disparity and prompted the use of sexual badgering human assets tactics.
Even with the effect of the Business Opportunity Act on dark business share, the effects
were comparable.
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20
Culture 8
1
According to Jawad Syed, Faiza Ali, Sophie Hennekam (2018) the objective of this
review is to investigate gender inequality in Saudi Arabia from a relational approach. It
considers the interdependence of the multi-level components that influence this
occurrence. Thematic analysis was used to examine 21 in-depth interviews with female
employees done by Design/Methods/Methods.
For Michael EW Varnum, Igor Grossmann (2016) Women's experiences in Saudi
Arabia differ depending on social class, family position, and other factors of personal
identity. The text emphasizes the male guardianship system's role in advancing gender
equality, as well as the junction of gender and class. It stresses the interplay of multi-
level elements that influence gender equality and personal initiative.
Tamer Koburtay, Jawad Syed, Radi Haloub (2020), stated that gender equality has
changed over time, and tremendous changes have taken place in countries such as the
United States. The reasons for these changes are still poorly understood. We use the
ecological framework to explore the role of key ecological dimensions in changing
gender equality over time. In the, we show that the decrease in the prevalence of
pathogens in the last 60 years (1951-2013) is related to a decrease in gender inequality.
Pazit Ben-Nun Bloom, Sharon Gilad, Michael Freedman (2017) this article explores
the influence of culture, religion (Islam), and the legal framework on female employment.
The hotel industry is one of the important industries in Jordan. A related purpose is to
City of Taguig
21
contrast the egalitarian Islamic gender equality approach with sexist tribal traditions that 9
1
restrict the employment and advancement of women.
The relationship between gender diversity and innovation is not only quantitative but
also qualitative. Merely increasing the number of women in male-dominated companies
may not improve innovation. Unless the company's CO is aligned with the need for
successful innovation, the benefits of greater gender diversity may not be realized.
Research shows that a highly differentiated analysis of the antecedents of innovation
can provide new clues to the origin of differences in gender.
Climate
According to Gill Kirton (2021) the concept from social development hypothesis of
'framing' is used to evaluate the prospects of moving from 'where we are' to 'where to
next' Correspondence Officers' key arrangement of the longstanding union
correspondence outlines of 'women's issues' and 'gender mainstreaming' challenges
taken-for-granted social hones inside unions. Discoveries from a think about of UK-
based union balance on-screen characters examine endless endeavors on their portion
to move balance from the edges to the middle of union bartering action.
For Surjit Singha Sivarethinamohan R. (2021) study examined the influence of
women in the formation of organizational climates. Favorable climates and working
conditions enhance work quality and cohesion. Women leaders created initiatives to
empower women and encourage society to pay attention to gender equality. Bank
City of Taguig
22
Presidents and Senior Managers have responsibility of creating an organizational culture 0
1
that is safer for women to participate in.
Sabra L. Katz-Wise, PhDORCID Icon, Elizabeth R. Boskey, PhD, MPH, Eli G.
Godwin, EdM, Katharine Thomson, PhD, Julian Post, BS &Allegra R. Gordon, ScD
(2021) A positive LGBTQ+ workplace climate is critical for healthcare employee
satisfaction, productivity, and patient care. A study assessed LGBTQ+. Workplace
climate among 791 employees from a large urban pediatric hospital. Findings inform
strategies to improve LGBTQ+ employee experiences and competency caring for
LGBTQ+ patients.
Irene Campos-García (2020) in recent years, greater attention is being paid to
happiness in the workplace. This chapter explores how organizations can increase
women's happiness at work. It also explores the effect that women leaders can have on
the happiness of organizations. Findings reveal that the implementation of
organizational practices to reduce existing gaps and create fairer and more equitable
workplaces can benefit women.
Joanna Kwaśniewska, Edward Nȩcka (2004) clarified that the purpose of this study
was to see if there were any differences in perceptions of the atmosphere for creativity
in the workplace between employees in managerial and non-managerial positions, as
well as men and women. Amabile: In general, managers would perceive the climate as
more favorable than non-managers. However, higher positions of female participants in

City of Taguig

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the organization do not improve their perception of the climate to the same extent as it 1
1
does in the case of male participants.
Strategy
According to Mihajla Gavin, Susan McGrath-Champ, Meghan Stacey, Rachel Wilson
(2020) this article looks at how the tangled combination of women's paid work, union
support and family/domestic duties influences women's parts as unionists. It finds that
whereas requests of 'work' and 'life' can smoother union cooperation, it is particularly the
social and chronicled legacies in unions that ruin women's cooperation. The findings
offer modern bits of knowledge around issues influencing the cooperation of ladies in
female-dominated unions, and the crossing point between union association and
operation.
For Ester R Shapiro, Emu Kato (2021), analysts discover sex consideration benefits
laborers and companies through improved laborer and client fulfillment, expanded
benefits, and specialist well-being. They propose work/family dynamics supporting
challenges of care for the foremost vulnerable need to be "re-visioned" as "wicked
problems" inside connected complexity/developmental frameworks sciences. This paper
investigates and examines the encounter of organization sexual orientation
mainstreaming inside UN Offices working on worldwide wellbeing.
TK Sundari Ravindran, Angelo Raffaele Ippolito, George Atiim, Michelle Remme
(2021), countries have long actualized methodologies to handle deep-rooted gender-

City of Taguig

24
based imbalances and separation in its programs and approaches. There's impressive 2
1
scope for fortifying sexual orientation mainstreaming inside UN Offices by investigating
and learning from UN framework triumphs. The way forward lies in making unmistakable
and creating techniques to challenge inserted patriarchal hierarchical standards and
frameworks.
Tània Verge (2021), said this article analyzes the arrangement development received
in Catalonia where quality affirmation forms have been re-gendered and motivations to
lock in the professoriate in sex curricular changes have been presented. In doing so, it
discloses the opportunity structures and organization settings forming the micro-political
techniques conveyed by the women's activist collusions that have blended such
arrangement changes. The article also pinpoints the pertinence of a women's activism
re-appropriation of assessment forms.
Structure
According to A Rao - IUSLabor. Revista d'anàlisi de Dret del Treball (2016), women's
workforce participation is increasing all over the world yet we are witnessing persistent
inequalities and gender power dynamics that keep women subordinate. Despite a range
of policies and programs to address gender inequalities, women are underrepresented
at the highest echelons of power and decision making across sectors.
The S Proctor-Thomson, N Donnelly (2021) Auckland University study shows
modest growth in the scope and coverage of flexible work provisions, the majority of
City of Taguig

25
which have occurred in the public sector. Findings underscore the need for 3
1
contextualisation of collective regulation in opportunity structures and the ongoing frailty
of women's access to gender equality. Women's rising labour force participation and
feminisation of union membership and its leadership are key factors in the increase in
flexible work provisioning.
For Taylor & Francis (2021) despite decades of Equal Opportunity legislation,
gender inequality persists in Australian universities. This is largely due to the shaping of
universities by new market principles, discourses of individualisation that render the
asymmetry of gender relations invisible. The paper explores how feminist pedagogies
can facilitate equality bargaining and gender equality in academia. It suggests that
equality bargaining is especially important during (current) times of austerity when the
removal of gender-equality support structures within trade unions generally occurs.
Synthesis of Reviewed Related Literture and Studies
The Gender Equality is a guide who refers to an equitable distribution of life’s
opportunities and resources between women and men, and or the equal representation
of women and men. The reviewed literature and studies provided relevant insights into
the concerns and situations related to the research questions. Oriane Georgeae, Aneeta
Rattan (2019) and Cailin Susan Stamarski (2015) had the same concept showing that
there is gender/sexual imbalance in the representation in the organizational structure. A
Rao – IUS Labor Revista d'analisi de Duet del treball (2016) and S Proctor – Thomson,
City of Taguig
26
N Donnelly (2021) both states rising women workforce participation, while the first 4
1
indicated persistent inequalities and gender power dynamics keeps women as
subordinates the second showed that feminization of union membership and its
leadership are key factors in the increased in flexible work provision. Surgit Singha
Sivarethinemohan R. (2021) and Joanna Kwasniwska, Edward Necka (2014) in higher
position such as manager they view climate as favorable compared to non-manager
then women leaders create initiatives to empowered women and encourage society to
pay attention to gender equality for a favorable climate and working conditions to
enhance work quality and cohesion.
Mihajla Gavin, Susan McGrath-Champ, Megan Stacey, Rachel Wilson (2020) and
Ester R Shapiro, Emukato (2021) has the same concept on work/family dynamics
support/union support. Where it finds that "work" and "life" can smoother union
cooperation which particularly the social and chronicled legacies in unions that ruin
women's cooperation and "re-visioned" as "wicked problems" this paper investigated
and examined on worldwide being.
In conclusion, the goal of this study is to prioritize gender equality in everything they
can do. Regardless of gender conventions, identities, or expressions, our vision is a
world in which all people, girls, boys, women, and men, have equal rights,
responsibilities, and opportunities. Because gender discrimination can ruin people’s
lives, researchers need a society where everyone is acknowledged, respected, and
appreciated equally
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CHAPTER 3
RESEARCH METHODOLOGY
This chapter presents the research methodology that specifies procedures or
techniques used to identify, select, process, and analyze information about a topic.
Research Method Used
This study used quantitative research method for the process of collecting and
analyzing numerical data. It can be used to find patterns and averages, make
predictions, test causality, and generalized the results to a larger population,for
descriptive research design is to assess the perceptions of selected Human Resource
Development Management about gender equality in the workplace to promote gender
equality, for the College of Business Management in the selected specialty in job
management of Human Resource Development Management at Taguig City University,
from first year to fourth year. The purposed of the descriptive research method is to
collect information about the current situation of each working student, and the focus is
to describe the current situation, rather than to judge or explain. The method also
attempts to accurately represented the victims of gender descrimination.

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1
Respondents of the Study 1
The respondents gathered in Taguig City University currently enrolled Academic
Year 2020-2021, 2nd semester, they are the selected working Human Resource
Development Management students from the College of Business Management from
first year to fourth year. The researchers ensured that the four-year level of HRDM from
1st year to 4th year will qualify the following conditions:
1.) Each respondent per year level of HRDM should need to have proof that they are
currently employed.
2) It is required for the respondents to have at least 6-month experience of occupation.
Four groups composed the number of respondents, per each group 3 respondents is
from 1st year Bachelor of Science in Business Administration Major in Human Resource
Development Management, 2 respondents from 2nd year, and also 24 respondents
from 3rd year and 1 respondents from 4th-year with a total of 30 respondents as shown
in Table 1 below. The sample size was determined using the Slovin's formula.
Respondents and Sample
The researchers chose the BSBA-HRDM working students as their respondents
because they are the nearest and most compatible for our intended study. Frequency
distribution, slovin’s formula, percentage, weighted mean, and ANOVA test were used
to treat and analyzed the sample size and data collected.

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1
Table 1
College Level Population Sample Size Percent
1st year 225 3 10%
2nd year 275 2 6.7%
3rd year 193 24 80%
4th year 13 1 3.3%
TOTAL 706 30 100%
Population and Sampling Technique
The respondents of this study are the working students of Human Resource
Development Management at Taguig City University . The total population of
respondents is 706. The researchers chose them as the respondents of this study
because it is to find out the quantitative data of the research that occur and determined
or defined under the statement of the problem of the research, the researchers included
first year to fourth year levels of students with (30) respondents in total.
The researchers used Purposive Sampling of (30) respondents. The sampling
technique was used to chose the respondent of this study is a total population of
City of Taguig
30
sampling. The researchers findings would be known or rely on their own judgement of 1
determining the experienece of every chosen students of Human Resource
Development Management who have answered the survey.
Instrumentation
The research instrument is separated into four sections. The first section of the
research is letter to the respondents. The second section of the research instrument
consists of the item which gathers respondents’ profile such as their age, sex, civil
status, year level, position in the company, years in the company . The next section
was the perception on workplace gender equality which included items such as
leadership, HR policy, culture, climate, strategy and structure. The last section is the
problems encountered on gender equality in their respective workplace.
Validation of Instrument
The researchers made a questionnaire and presented to adviser Ms. Eunice G.
Parco. The researchers used surveys as instruments to gather some data from
selected working students taking up Human Resources Management of College of
Business Management Department in Taguig City University. The panelists were also
requested to validate the content of the instrument before disseminating it to the
respondents online.
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31
Data Gathering Procedure 1
The researchers conducted the following procedures in gathering the data. The
researchers sought an approval from the professor through a letter noted by the
research adviser. After a week, the researchers requested the approval for the survey
in four selected years in the College of Business Management at Taguig City University.
The researchers sent a request with attached approval letter to the College of Business
Management faculty office upon the approval of the request to conduct the survey, the
researchers conducted the survey in use of Google form the respondents is from Human
Resource Development Management first to fourth year students.
Statistical Treatment Of Data
The following statistical tools were used to analyzed the data gathered to this study.
Frequency counts and simple percentage were used in summarizing the
demographic profile of respondents.
𝑓
P = 𝑛 x 100 where: P – percentage
f – Frequency
n – Number of cases
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32
Weighted mean was used to determine the perception of the respondents on 1
workplace gender equality and problems encountered by the respondents relating to
gender equality/inequality.
∑ 𝑓𝑥
𝑥̅ =
𝑁
Where:
𝑥̅ = weighted arithmetic Mean
∑ 𝑓𝑥 = sum of all the products of f and x
𝑁 = total number of the respondents
To determine the significant difference between the perception on workplace
gender equality and the respondents’ profile, Analysis of Variance was used with the
formula:
MST
F=
MSE
where:
F = ANOVA coefficient
MST = Mean sum of squares due to treatment
MSE = Mean sum of squares due to error

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33
Arbitrary Scale of Values 1
This 4-point scale used to determine the perception of the respondents on the
status of gender equality in their respective workplaces.
Table No.2 for (SOP 2)

Mean Scale Ratings Verbal Interpretation
3.26 – 4.00 4 Strongly Agree (SA)
2.51 – 3.25 3 Agree (A)
1.76 – 2.50 2 Moderately Agree (MA)
1.00 - 1.75 1 Disagree (D)
Table no.3 for (SOP 3)

Weighted means/ Ratings Corresponding
Equivalent Remarks
3.26 – 4.00 4 Always
2.51 – 3.25 3 Often
1.80 – 2.50 2 Seldom
1.00 – 1.79 1 Never

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CHAPTER 4
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This chapter presents the analysis and interpretation of the organized data collected
from the respondents. Each group of data per table was analyzed and presented
sequentially in accordance with the statement of the problem.
Table 4
Profile of Respondents in terms of Age (SOP 1)
Age Frequency Percent
18 – 22 years old 26 85%
23 – 27 years old 4 15%
28 years old & 0 0%

above
Total 30 100%
Table 4 shows the age profile of working students of Human Resource Development
Management, 85% of them comprises of ages 18-22 years old, 15% were in the age
bracket of 23-27 years of age, and no such respondents from age 28 years old and
above.
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1
Table 5
Profile of Respondents in terms of Sex (SOP 1)
Sex Frequency Percent
Male 11 36.7%
Female 19 63.3%
Total 30 100%
Table 5 shows the sex profile of working students of Human Resource Development
Management with the majority of the working student’s respondents were female which
is 63.3% and male is 36.7%
Table 6
Profile of Respondents in terms of Civil Status (SOP 1)
Civil Status Frequency Percent
Single 30 100%
Married 0 0%
Total 30 100%
Table 6 presents the civil status profile of working students of Human Resource
Development Management, all of them are single composed of 100% respondents

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36
1
Table 7
Profile of Respondents in terms of Year level (SOP 1)
Year level Frequency Percent
1st Year 3 10%
2nd Year 2 6.7%
3RD Year 24 80%
4th Year 1 3.3%
Total 30 100%
Table 7 shows the year level of working students of Human Resource Development
Management, 80% were in 3rd year level, 10% of them were in 1st year level, 6.7% is in
2nd year level and 3.3% came from 4th year level
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0
1
Table 8
Profile of Respondents in terms of Position in the Company (SOP 1)
Position in the Frequency Percent

company
Barangay Assistant 1 3.3%
Barista 1 3.3%
Costumer Service 6 19.8%
Cartographer 1 3.3%
Crew 14 46.2%
Depositor 1 3.3%
HR associate 1 3.3%
Owner/Small 4 13.2%
Business
Cashier 1 3.3%
Total 30 100%
Table 8 indicates the position in the company of working students of Human
Resource Development Management, 46.2% of respondents is Crew, 19.8% is
Customer Service Representative 13.2% is Owner of the small business, 3.3% is
Cashier, another 3.3% is Barangay assistant, next 3.3% is Barista, and next 3.3% is
Cartographer and 3.3% is Depositor and the last 3.3% is HR Associate.

City of Taguig
38
1
1
Table 9
Profile of Respondents in terms of Length of Services in Company (SOP 1)
Length of service Frequency Percent

in company
6 months – 1 Year 16 55.3%
2 – 3 Years 11 36.7%
4 – 6 Years 2 6.7%
7 – 9 Years 1 3.3%
10 Years & Above 0 0%
Total 30 100%
Table 9 shows the length of service company of working students of Human
Resource Development Management, 55.3% of respondents has 6months to 1-year
service in company, 36.7% has 2 years to 3 years in the service in company, 6.7% has
4 years to 6 years’ service in company, and 3.3% has 7 years to 9 years’ service in the
company and no such respondents from 10 years and above. The following table shows
the respondent's assessment of the Implementation of the Perception of the
respondents on workplace gender equality in terms of each goal.

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1
2
1
Table 10
Perception of Respondents on Implementation of Workplace Gender Equality in

terms of Leadership (SOP 2)
Indicators WM VI
1. Access to all occupations and industries,

including leadership roles, regardless of 3.63 SA
gender equality.
2. Equal pay for an equal work 3.67 SA
3. Men has better leadership than other
2.03 D
gender.
4. Unequal leadership task between all
2.30 D
genders.
Overall Mean 2.91 A
Legend: 3.26 - 4.00 – Strongly Agree (SA), 2.51 - 3.25 Agree (A), 1.76 - 2.50 Disagree (D), 1.00 - 1.75 – Strongly
Disagree (SD)
Table 10 shows that Human Resource Development Management working students
agreed that the perception of the respondents on workplace gender equality is agree
Human Resource Development Management working students, overall mean = 2.91, A).
The Human Resource Development Management working students rated the item 1 as
well as the item 2 as Strongly Agree. However, the Human Resource Development
Management working students rated the last two indicators as Disagree.
According to Margaret M Hopkins, Deborah A O'Neil, (2008) the British Journal of
Sociology of Education, the show considered analyzes sex contrasts in arrangement to

City of Taguig
40
administration positions in schools in three diverse instructive divisions in Israel. The 3
1
paper surveyed whether beneficiary nations with diligent sex disparity in tutoring get
more help for instruction. It found that female leadership appears to have played a
negligible part within the allotment of help.
Table 11

terms of HR Policy (SOP 2)
Indicators WM VI
1. Gender still aren’t equally represented in the

workplace, particularly at the senior leadership 2.40 D
level.
2. Removal of barriers to the full and equal
3.33 SA
participation of women in the workforce.
3. Awareness among staff members that the
gender desk or gender mainstreaming officers
3.40 SA
exists to address concerns of both women and
men.
4. Equal and transparent recruitment practices. 3.70 SA
Overall Mean 3.21 SA
Disagree (SD)
Table 11 shows that again the different perception of Human Resource
Development Management working students in terms of HR Policy. The Human
Resource Development Management working students overall mean is “3.21”. The table
is interpreted that the Human Resource Development Management working students
perceives that gender equality is observed in the workplace in terms of HR policy.

City of Taguig
41
According to Cailin Susan Stamarski, (2015). organizational structures procedures 4
1
and practices may all show signs of sexual orientation imbalance. Human Resources
(HR) practices sanction some of the most detrimental gender disparities for women. This
is because HR policies (i.e., approaches, decision-making, and punishment) have an
impact on women's recruitment, training, salary, and progression. We propose a display
of HR segregation based on sexual orientation, emphasizing the associated existence
of sex differences inside organizations. We propose that sexual orientation be
considered separately in HR decision-making and within the sanctioning process. For
Constance Newman, (2014) Sexual orientation may be a key figure working within the
wellbeing workforce. Sexual orientation separation and disparities result in systems
inefficiencies that hinder the improvement of the vigorous workforces required to reply
to today's basic wellbeing care needs, say researchers.

City of Taguig
42
5
1
Table 12

terms of Culture (SOP 2)
Indicators
WM VI
1 The company allows employee to express their 33.3 SA

sexuality in terms of how they dress and how they
act.
2. Equal access to the cultural and creative labor 3.67
market SA
3. Equal payment and representation in creative 3.60 SA
and decision-making positions
3.73 SA
4. Equal appreciation and recognition of their work
Overall Mean 3.58 SAZ
CF
Disagree (SD
Table 12 shows the different perception of Human Resource Development
Management working students in terms of culture. The Human Resource Development
Management working students over all mean is "3.58".
According to The S Proctor-Thomson, N Donnelly (2021) Auckland University study
shows modest growth in the scope and coverage of flexible work provisions, the majority
of which have occurred in the public sector. Findings underscore the need for
City of Taguig

43
contextualization of collective regulation in opportunity structures and the ongoing frailty 6

1
of women's access to gender equality. Women's rising labor force participation and
feminization of union membership and its leadership are key factors in the increase in
flexible work provisioned.
Table 13
Perception of Respondents on Implementation of Workplace Gender Equality

in terms of Climate (SOP 2)
Indicators
WM VI
1. In the workplace female sex as a group has

less power and resources in comparison to the 2.13 D
other sexes.
2. Companies can provide women in supply
chains access to relevant trainings, inputs, 3.40 SA
financing and technologies.
3. Companies can influence underlying
inequalities, such as the lack of decision-making 3.13 A
power.
4. Women have unique experiences, skills and

3.17
knowledge that can drive innovation for climate A
resilience.
Overall Mean 2.96 A
Legend: 3.26 - 4.00 – Strongly Agree (SA), 2.51 - 3.25 Agree (A), 1.76 - 2.50 Disagree (D) 1.00 - 1.75 – Strongly Disagree
(SD)
City of Taguig
44
Table 13 shows the different Perception of Human Resource Development 7
1
Management working students in terms of climate. The Human Resource Development
Management working students overall mean is “2.96”. Interpreted as agree the
researcher assessed the (4) indicators are considered all the indicators as agree.
According to Joanna Kwaśniewska, Edward Nȩcka (2004) The purpose of this study
was to see if there were any differences in perceptions of the atmosphere for creativity
in the workplace between employees in managerial and non-managerial positions, as
well as men and women. Amabile: In general, managers would perceive the climate as
more favorable than non-managers. However, higher positions of female participants in
the organization do not improve their perception of the climate to the same extent as it
does in the case of male participants.

City of Taguig
45
8
1
Table 14

terms of Strategy (SOP 2)
WM VI
Indicators
3.80
1. Equal treatment legislation SA
2. Gender mainstreaming, integration of the
3.70 SA
gender perspective into all other policies
3. In workplace meetings the agenda of gender
involvement and equality improvement arises. 3.40 SA
4. All genders are free to pursue their chosen

path in life, have equal opportunities to thrive,
3.60 SA
and can
equally participate in and lead to their company
Legend: 3.26 - 4.00 – Strongly Agree (SA), 2.51 - 3.25 Agree (A), 1.76 - 2.50 Disagree (D), 1.00 - 1.75 – Strongly-
Disagree (SD)
Table 14 shows again the different perception of Human Resource Development
Management working students in terms of Strategy. The Human Resource Development
Management Working Students overall mean is “3.62” Interpreted as Strongly Agree.
The researcher assessed the four indicators the four indicators considered as Strongly
Agree.
According to Ester R Shapiro, Emu Kato (2021) discover sexual orientation
consideration benefits specialists and companies through upgraded specialist and client
City of Taguig

46
fulfillment, expanded benefits, and laborer well-being. We recommend work/family 9

1
dynamics supporting challenges of care for the foremost vulnerable need to be "re-
visioned" as "wicked problems" inside connected complexity/developmental frameworks
sciences. These approaches offer assistance outline multi-systemic variables
advertising impactful use focuses catalyzing quantifiable alter.
Table 15

terms of Structure (SOP 2)
Indicators WM VI
3.50
1 The workplace consists multiple gender/sexes SA
2 Fair restriction for all the gender in equal
3.57 SA
representation in decision making
3 gender inequality is experienced by and
between individuals, it is also a result of power
relations that structure how societies are 3.40 SA
organized

Legend: 3.26 - 4.00 – Strongly Agree (SA), 2.51 - 3.25 Agree (A), 1.76 - 2.50 Disagree (D), 1.00 - 1.75 – Strongly Disagree
(SD)
Table 15 shows the different perception of Human Resource Development
Management working students in terms of structure. The Human Resource
Development Management working students over all mean is "3.49". Interpreted as

City of Taguig

47
Strongly Agree the researcher assessed the four indicators, the four indicators 0
1
considered as Strongly Agree.
According to The S Proctor-Thomson, N Donnelly (2021) Auckland University study
shows modest growth in the scope and coverage of flexible work provisions, the majority
of which have occurred in the public sector. Findings underscore the need for
contextualization of collective regulation in opportunity structures and the ongoing frailty
of women's access to gender equality. Women's rising labor force participation and
feminization of union membership and its leadership are key factors in the increase in
flexible work provisioning.

City of Taguig
48
1
1
Table 16
Problems Encountered by the Respondents Relating to Gender

Equality/Inequality (SOP 3)
Indicators
WM VI
1. Unequal pay 2.37 Seldom

2. Sexual harassment 2.50 Seldom
3. Racism 2.43 Seldom
4. Women are less promoted 2.20 Seldom
5. Fear of asking to be paid what you’re worth 2.43 Seldom
6. Bully/Torment 2.40 Seldom
7. Being intentionally or repeatedly called by a
name or referred to as a different gender that you Seldom
don’t identify with 2.27
8. Unfavorable recruitment strategy 2.40 Seldom
9. Unequal opportunities for progression and
Seldom
promotion 2.43
10. Unequal treatment of co-workers based on
Seldom
gender 2.40
Overall Mean 2.38 Seldom
Legend: VI-Verbal Interpretation
3.26 – 4.00 – Always

2.51 – 3.25 – Often
1.80 – 2.50 – Seldom
1.00 – 1.79 - Never
Table 16 presents the problems encountered by the respondents relating to gender
equality/inequality. The table shown the result of the problems encountered by the
respondents with “2.38” over all mean and verbal interpretation of “seldom”.
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2
1
Table 17
Significant Difference Between the Perception on Workplace Gender Equality

when grouped based on the Respondents’ Profile (SOP 4)
SQ p- Decision Conclusion
Dimensions values
Age 0.601 Null Hypothesis No significant
Accepted Difference
Sex 0.252 Null Hypothesis No significant
Accepted Difference
Year Level 0.992 Null Hypothesis No significant
Accepted Difference
Length of 0.681 Null Hypothesis No significant
Service Accepted Difference
Note: The p-value is significant below .05
Table 17 presents the significant difference between the perception on workplace
gender equality and the respondents’ profile. As shown on the table, the p-values of all
the areas are greater than the.05 level of significance. In this case, the null hypotheses
were accepted. Therefore, there are no significant differences between the perception
on workplace gender equality and the respondents’ profile.
There’s no significant difference, between the profile of respondents that the age
has probability values of 0.601, sex that has p-values of 0.252, year level with 0.992 p-
values and length of service that has 0.681 of p-values wherein all of the sq dimensions
are null hypothesis accepted

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CHAPTER 5 i
1
SUMMARY, FINDINGS, CONCLUSIONS AND RECOMMENDATION
This study looked at the impact of implementation on respondents’ perceptions of
workplace gender equality. It specifically studied and interpreted the arranged data
obtained from respondents in accordance with the six goals. The goals are: Assessment
of the implementation on the perception of the respondents on workplace gender
equality in terms of leadership, HR Policy, Culture, Climate, Strategy, and Structure.
Further, the study also examined the significant difference between the assessment of
the groups of respondents.
The descriptive technique was utilized to achieve the study's goals. Using purposive
sampling, 30 Human Resource Management and Development working students are
selected as respondents of this study. The frequency of distribution, percentage,
weighted mean and t-test were the stratified tools used in this study.
Findings
The study's findings on the implementation of respondents' beliefs of workplace
gender equality are presented below.
1. Assessment of the Respondents based on the Six Goals.

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1.1 For HRDM working students, an assessment of the implementation on the x
i
respondents' perceptions of workplace gender equality in terms of leadership is v
1
carried out, with an overall mean of 2.91.
1.2 HRDM Working students regarded the implementation of the Perception of
Respondents on Workplace Gender Equality in terms of HR policy as highly
implemented (overall mean of 3.21).
1.3 Evaluation of the Implementation on Respondents' Workplace Perceptions
HRDM has implemented gender equality in terms of culture. Students who are
working have an ( overall average of 3.58).
1.4 HRDM conducts an assessment of the implementation on respondents'
perceptions of workplace gender equality in terms of climate. Students who are
working have an (overall mean of 2.96).
In terms of strategy, Gender Equality is heavily adopted in Human Resource
Development Management. Students who are working have an (overall average of
3.62).
For Human Resource Development Management, gender equality is implemented
in terms of structure. Students who are working have an (overall average of 3.62).
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2. Significant Difference between the Perception on Workplace Gender Equality x
v
when grouped based on the Respondents’ Profile 1
2.1 There is no significant difference between the perception on workplace gender
equality when grouped based on the respondents’ profile, in the 4 variables. Here are
the null hypothesis is accepted, since the p – valules (0.601,0.252,0.992,0.681) are
greater than the .05 level of significance.
Conclusions
Based on the findings, the conclusions are the following:
1. Majority of the respondents are from the ages 18-22 years, Therefore, most
of HRDM working students are young adults, Also there are more women
HRDM working students, the respondents are majorly third year students and
all of the respondents are single in terms of civil status.
2. Almost half of the respondents inputted crew for their position in the
company. Therefore, majority of them are in the bottom line of the company.
Also majority of the respondents are in the company from 6 months to 1 year.
3. Majority of the respondents agrees to the implementation of gender equality
in the workplace in terms of leadership, they strongly agrees in the first two
indicators as they greatly observed that there are equal access on leadership
role and equal pay for equal work in the company while disagreed to the last
City of Taguig
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two indicators as they don’t perceived that men are better in leading and that x
v
there are unequal leadership task between the genders. i
1
4. In terms of HR policy respondents strongly agrees that equality are observed
in the workplace, they disagreed to the first indicator and strongly agreed to
the remaining indicators. The respondents observed that the genders are
equally represented in the workplace and strongly believing that barriers are
removed for the full and equal participation of women to the workforce, the
staff members are aware that the gender desk and gender mainstream
officers exist to address concerns for both men and women, and that there
are equal/transparent recruitment practices.
5. In terms of culture respondents strongly agreed that gender equality are
observed in the workplace, as they strongly agrees to all the four (4)
indicators, they actively observed that the company allows their employees
to express their sexuality in terms of how they dress and act, there are equal
access to the cultural and creative labor market, there are equal payment and
representation in creative and decision-making positions, and in equal
appreciation and recognition of their work.
6. In terms of climate respondents agrees that gender equality are observed in
the workplace, they disagreed in first indicator as they do not observe female
sex as a group has less power and resources compared to the other sex,
they strongly agreed to the second indicator as they greatly observed that
companies provide women access to relevant trainings, inputs, financing and

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technologies, and agreed to the final two (2) indicators as they perceive that x
v
companies influence underlying inequalities, such as the lack of decision- i
i
making power and that women have unique experiences, skills and 1
knowledge that can drive innovation for climate resilience.
7. In terms of strategy respondents strongly agrees to that gender equality are
observed in the workplace, they strongly agreed to all the four (4) indicators
namely strongly observed that there are equal treatment legislation, that
gender mainstreaming, integration of gender perspective into all other
policies, in workplace meetings the gender involvement and equally
improvement arises, and that all gender are free to pursue their chosen path,
have equal opportunities to thrive and can equally participated in and lead
their company.
8. In terms of structure respondents strongly agreed to that gender equality are
observed in the workplace, they strongly agreed to all the three (3) indicators,
strongly observed that the workplace consists of multiple genders, there are
fair restrictions for all gender and equal representation in decision making,
and gender inequality is experienced by and between individuals , it is also a
result of power relations that structure how societies are organized.
9. The respondents seldomly encounter problems related to gender
equality/inequality, from all the indicators starting from unequal pay, sexual
harassment, racism, women are less promoted, fear of asking to be paid what
they are worth, bully/torment, being intentionally or repeatedly called by name

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or referred to as a different gender that you don’t identify with, unfavorable x
v
recruitment strategy, unequal opportunities for progression and promotion and i
i
unequal treatment of co-workers based on gender. These problems are i
1
viewed uncommon by the HRDM working students or that these problems are
least likely to be encountered in the workplace.
10. The results show that there is no significant difference between the perception
on workplace gender equality and the respondents profile in terms of age, sex,
year level and length of service.
Recommendations
The following recommendations are suggested in light of the aforementioned
conclusions:
1. The researchers recommended having fair insight and understanding about
all genders are good in leadership style and leadership task by conducting a
webinar discussing the ability of men and women in workplace.
2. Management must maintain equality in the workplace by making it as one of
the major rule in the company to ensure proper treatment and comradeship in
the workplace.
3. Company should organize a yearly event about "Gender and Equality" which
they can be able to express thier true identities.

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4. Break the stigma that men are always better than women by start x
i
appreciating the capabilities of women and impart that women can also do the x
1
other task that the other genders can do.
5. Each company should maintain a strictly observation for promotion to all
employees without gender inequality or biased basis through their
performance evaluation.
6. Training can enhance and develop a power relationship of individuals so,
researchers recommended to have a continous training for all employee and
employers to maintain unity in decision making of all genders.
7. Despite the fact that the respondents do not commonly experience workplace
inequality, still researcher recommend to have a fair restriction rules and
equal rights to the company in the transperancy of the the word gender
inequality in the workplace.

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x
x
Proposed Action Plan 1
Based on the findings and conclusions derived from the study, the table shows the
action plan.
Program Objectives Strategy Unit Expected
Responsible Outcomes
Proper To encourage Conduct a Managers, To

Treatment for them to treat team supervisors implement
gender
co-workers everyone in a building or
equality as
fair way any bonding well as
regardless of session for healthy
their gender them to be environment
identity also to able to know on their
workplace.
inform them to their co-
Hence, the
what possible workers researchers
effects of gender deaper and aiming to
equality in form a good reduce
oneself and relationship. biases for all
genders.
even in their
performance in
work.
Instilling To ensure all Create a Managers, Allow

Positive Work employees feel culture of Supervisor. workers to
enhance
Culture respected and equality
their skills
valued creates among the and effective
an overall more genders. communicati
positive on strategies
workplace for all in order to
encourage
employees.
continuous
learning and
gender
equality in
the
workplace.
City of Taguig
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x
Equal work To provide an Conduct a Workers, To provide an x
culture for all equal work similar training Manager and equal work culture i
genders at the culture for all for all the Supervisor for all the 1
working the workers employees’ employees and to
environment regardless of weather they are break the stigma
their gender men or women that men are
as were for them to be always better than
aiming able to women and vice
equality. Also, familiarize their versa. Also, to help
to let people given position the employees to
see that and work. By grow and don’t be
workers with this, we can stagnant to the
differently ensure that men things that they can
genders can and women both do.
both excel know what to do
and do their in their
job efficiently respective job.
and accurate.
Establish fair To provide Create rules that Employers Encourage

rules for equal and fair appropriate and employees to
employee. workplace reasonable for follow the fair rules
rules to each employee for each gender in
protect to help you order to improve
gender maintain an communication and
equality. orderly, positive the work
work environment for
environment. everyone.
City of Taguig
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x
x
i
REFERENCES i
1
Books
Patricia M. Flynn, Kathryn Haynes & Maureen A. Kilgour (2016). Overcoming

Challenges to gender equality in the workplace: leadership and innovation
Sheffield, UK: Greenleaf Publishing ion
Alexander-Stamatios, Antoniou Cary Cooper& Caroline Gatrell (2019) Women,
Business and Leadership (Gender and Organization).
Published By: Edward Edgar
Journals and Periodicals
Oriane Georgeac, Aneeta Rattan, (2019). Experimental Psychology: General 148-

1435, 2019.
Margaret M Hopkins, Deborah A O'Neil, (2008). Consulting Psychology Journal:
Practice and Research 60 (4), 348, 2008.
Linda Kleemann, Peter Nunnenkamp, Rainer Thiele, (2016). Journal of International
Development 28 (3), 376-395, 2016.

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60
Audrey Addi-Raccah, Hanna Ayalon, (2002). British Journal of Sociology of x
x
Education 23 (2), 157-177, 2002. i
i
i
Alison Cook, Christy Glass, (2014). Gender, Work & Organization 21 (1), 91-103, 1
2014.
Constance Newman, (2014). Human resources for health 12 (1), 1-11, 2014.
Louise Patterson, Brandon Walcutt, (2013). Asia Pacific business review 19 (1), 85-
101, 2013.
Michael EW Varnum, Igor Grossmann (2016). Pathogen prevalence is associated
With cultural changes in gender equality. Nature Human Behavior
1 (1), 1-4, 2016.
Tamer Koburtay, Jawad Syed, Radi Haloub (2020). Implications of religion, culture,
And legislation for gender equality at work: Qualitative insights from Jordan:
Journal Of Business Ethics 164 (3), 421-436, 2020.
Pazit Ben-Nun Bloom, Sharon Gilad, Michael Freedman (2017). Does exposure to
Other cultures affect the impact of economic globalization on gender equality?
International Political Science Review 38 (3), 378-395, 2017.

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x
David Cropley, Arthur Cropley (2017). Innovation capacity, organizational culture, and x
i
Gender European Journal of Innovation Management, 2017. v
1
Ester R Shapiro, Emu Kato (2021). Exploring Gender at Work, 425, 2021.
TK Sundari Ravindran, Angelo Raffaele Ippolito, George Atiim, Michelle Remme
(2021). Global Public Health, 1-13, 2021.
S Proctor-Thomson, N Donnell (2021). Bargaining for gender equality in Aotearoa
New Zealand: Flexible work arrangements in collective agreements, 2007–2021.
Online Sources
SOGIE Equality Bill (September 20, 2017)
Retrieved from:
https://en.m.wikipedia.org/wiki/SOGIE_Equality_Bill
ARMANIA CASE STUDY (June 30, 2019)
Retrieved from:
https://www.researchgate.net/publication/334992605_Gender_Inequality_Issues_i
n_the_Workplace_Case_Study_of_Armenia
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Cailin Susan Stamarski, Leanne S Son Hing, (2015). Gender inequalities in the x
x
Workplace: the effects of organizational structures, processes, practices, and v
1
Decision makers’ sexism.
Retrieved from:
https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=hr+policy+gender+in
equality&oq=hr+policy+gender+in#d=gs_qabs&u=%23p%3DSkRQ4RyjL7EJ
FO Ogunrin, FIO Iyayi, KA Eghafona, (2011). Gender inequality and human resource
Management: A Nigerian perspective
Retrieved from:
equality&oq=hr+policy+#d=gs_qabs&u=%23p%3DSaJjl3rkKkcJ
Daniel L Chen, (2018). Insiders, outsiders, and involuntary unemployment: sexual
Harassment exacerbates gender inequality.
Retrieved from:
equality&oq=hr+policy+#d=gs_qabs&u=%23p%3DsOQ9TsK0nOYJ
Jawad Syed, Faiza Ali, Sophie Hennekam (2018). Gender equality in employment in
Saudi Arabia: a relational perspective, Career Development International.
Retrieved from:
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https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=culture+affects+gen x
x
der+equality&oq=culture+affects+gender+eq#d=gs_qabs&u=%23p%3Dyl32w- v
i
bb5uIJ 1
Gill Kirton (2021). Union framing of gender equality and the elusive potential of
Equality bargaining in a difficult climate.
Retrieved from;
https://journals.sagepub.com/doi/full/10.1177/00221856211003604
Surjit Singha Sivarethinamohan R. (2021). Women Empowerment in the Philippines
Needs improvement.
Retrieved from:
https://vc.bridgew.edu/jiws/vol22/iss6/13/
Sabra L. Katz-Wise, PhDORCID Icon, Elizabeth R. Boskey, PhD, MPH, Eli G.
Godwin, EdM, Katharine Thomson, PhD, Julian Post, BS &Allegra R. Gordon,
ScD11 Jun (2021). We’re moving in the Right Direction. Still a Long Way to Go”:
Experiences and Perceptions of the Climate for LGBTQ+ Employees at a
Pediatric Hospital.
Retrieved from:
https://www.tandfonline.com/doi/abs/10.1080/00918369.2021.1938468
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Irene Campos-García October (2020). The Female Way to Happiness at Work: x
x
Happiness for Women and Organizations. v
i
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1
https://link.springer.com/chapter/10.1007/978-3-030-42412-1_37
Joanna Kwaśniewska, Edward Nȩcka August (2004). Perception of the Climate for
Creativity in the Workplace: The Role of the Level in the Organization and
Gender.
Retrieved from:
https://onlinelibrary.wiley.com/doi/abs/10.1111/j.0963-1690.2004.00308.x
Mihajla Gavin, Susan McGrath-Champ, Meghan Stacey, Rachel Wilson (2020)
Economic and Industrial Democracy,
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https://scholar.google.com/scholar?as_ylo=2020&q=strategy+of+workplace+gend
er+equality+&hl=en&as_sdt=0,5#d=gs_qabs&u=%23p%3DD0UgNUaek0AJ
A Rao - IUSLabor. Revista d'anàlisi de Dret Del Treball, (2016). Challenging
Patriarchy to build workplace gender equality.
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https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=structure+in+workpl
ace+gender+equality&btnG=
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Taylor & Francis (2021). Engaging feminist pedagogies to support equality bargaining x
x
In academia Gender and Education. v
i
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i
https://www.tandfonline.com/doi/abs/10.1080/09540253.2021.1902486 1
City of Taguig

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x
x
i
x
1
APPENDICES
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APPENDIX A l
1
Request Letter to Conduct Survey
August 24, 2021
Dear Sir/Madam;
Greetings!
The Researchers of Taguig City University. Who are taking up Bachelor of Science
in Business Administration Major in Human Resources Development Management,
would like to ask permission to the Faculty of the College of Business Management, to
conduct survey to 1st – 4th year Working Students of Human Resource Development
Management relating to our thesis entitled “Perception on Workplace Gender Equality
of Selected Working Students of Human Resource Development Management in
Taguig City University A.Y. 2020-2021: Basis for Intervention Program”
We understand that we are carrying a huge responsibility. Rest assured that all
information will be treated with utmost confidentiality. We hope this request will merit
your favorable approval. Thank you very much and God bless.
Yours Truly,
Alyssa Vernette E. Pulgado
09091547191
City of Taguig
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APPENDIX B l
i
1
Survey Questionnaire
PART I: Profile of the respondents

Instruction: Please put a check mark (/) on the options that correspond to your
answer.
Name (optional) ______________________________________
Age:
( )18-22 Years Old

( ) 23-27 Years Old
( ) 28-32 Years Old
Sex:
( ) Male
( ) Female
( ) Other
Civil status:
( ) Single
( ) Married
Year level
( ) First year
( ) Second year
( ) Third year
( ) Fourth year
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l
i
Position in the Company: (Please specify) i
1
____________________
Length of service:
( ) 6 months-1 year
( ) 2 to 3 Years
( ) 4 to 6 Years
( ) 7 to 9 Years
( ) 10 years and Above
PART II: Perception of the respondents on workplace gender equality in terms

of the following variables below.
Instruction: Please put a check mark (/) on the options that correspond to your
answer following the scale provided below.
4 STRONGLY AGREE
3 AGREE
2 DISAGREE
1 STRONGLY DISAGREE
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x
l
i
What is the i
perception of the i
respondents on
1
workplace gender
equality in terms
of;
SA A D SD
1.LEADERSHIP (4) (3) (2) (1)
1.1 Access to all
occupations and
industries,
including
leadership roles,
regardless of
gender equality
1.2 Workplaces to
provide equal pay
for work of equal or
comparable value
1.3 Men has better
Leadership than
other gender
1.4 Unequal
leadership task
between all gender
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x
l
i
v
SA A D SD
1
2. HR POLICY (4) (3) (2) (1)
2.1 Gender still aren’t equally

represented in the workplace,
particularly at the senior
leadership level.
2.2 Removal of barriers to the full

and equal participation of women
in the workforce
2.3 Awareness among staff

members that the gender desk or
gender mainstreaming officer(s)
exists to address concerns of
both women and men
2.4 Equal and transparent
recruitment practices
3. CULTURE SA A D SD
(4) (3) (2) (1)
3.1 The company allows employee to
express their sexuality in terms of how
they dress and how they act.
3.2 equal access to the cultural and
creative labour market
3.3 equal payment and representation
in creative and decision-making
positions
3.4 equal appreciation and recognition
of their work
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l
v
4. CLIMATE SA A D SD 1
(4) (3) (2) (1)
4.1 In the workplace female sex as a
group has less power and resources in
comparison to the other sexes.
4.2 companies can provide women in

supply chains access to relevant
trainings, inputs, financing, and
technologies.
4.3 Companies can influence underlying
inequalities, such as the lack of
decisionmaking power
4.4 Women have unique experiences,
skills, and knowledge that can drive
innovation for climate resilience
5. STRATEGY SA A D SD
(4) (3) (2) (1)
5.1 equal treatment legislation
5.2 gender
mainstreaming, integration of the
gender perspective into all other
policies
5.3 In workplace meetings the
agenda of gender involvement and
equality improvement arises.
5.4 All genders are free to pursue
their chosen path in life, have equal
opportunities to thrive, and can
equally participate in and lead to
their company
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l
6. STRUCTURE SA A D SD v
(4) (3) (2) (1) i
6.1 The workplace consists multiple 1
gender/sexes
6.2 Fair restriction for all the gender in
equal representation in decision making
6.3 gender inequality is experienced by

and between individuals, it is also a
result of power relations that structure
how societies are organized
PART III Problems encountered by the respondents relating to gender

equality/inequality
Instructions: Please put a check mark (/) on the options that correspond to your
answer following the scale provided below.
4 ALWAYS
3 OFTEN
2 SELDOM
1 NEVER
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x
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4 3 2 1 v
Always Seldom Never i
Often
i
1
3. What are the problems

encountered by the
respondents relating to
gender equality/inequality?
3.1 Unequal pay

3.2 Sexual harassment
3.3 Racism
3.4 Women are less
promoted
3.5 Fear of asking to be
paid what you’re worth
3.6 Unequal opportunities
for progression and
promotion
3.7 Being intentionally and
repeatedly called by a
name or referred to as a
different gender that you
don’t identify with
3.8 Unequal treatment of
co-workers based on
gender
3.9 Bully/Torment
3.10 Unfavorable
recruitment strategy
THANKYOU!
Validated By:
Prof. Eunice G. Parco Prof. Sylvia B. Mariano

Thesis Professor Subject Adviser
City of Taguig

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x
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CERTIFICATE OF VALIDATION v
i
i
By the Grammarian
i
1
This is to certify that the following student-researchers of the College of Business
Management (CBM) namely: Barrientos, Michella M., Daaca, Ian Dave D., Orgaya, Devi
Felise, Y., Pulgado, Alyssa Vernette E., Riego, Patricia Anne L., Talavera, Pia Alexis B.,
Tambo, Sofia Kristina., and Villegas, Dabiel John L. have presented to me their Business
Research entitled “Perception on Workplace Gender Equality of Selected Working
Students of Human Resource Development Management At the Taguig City University
A.Y. 2020-2021: Basis for Intervention Program” and the same has been checked,
corrected and validated by the undersigned in accordance with the system of rules
that defines the grammatical structure and usage of language in this study.
Done this September 10 day of 2021
Signed by: Prof. Sylvia B. Mariano
Grammarian
City of Taguig

76
x
l
i
CERTIFICATE OF VALIDATION x
1
By the Statistician
This is to certify that the following student-researchers of the College of Business
Management (CBM) namely: Barrientos, Michella M., Daaca, Ian Dave D., Orgaya,
Devi Felise, Y., Pulgado, Alyssa Vernette E., Riego, Patricia Anne L., Talavera, Pia
Alexis B., Tambo, Sofia Kristina., and Villegas, Dabiel John L. have presented to me
their Business Research entitled “Perception on Workplace Gender Equality of
Selected Working Students of Human Resource Development Management At the
Taguig City University A.Y. 2020-2021: Basis for Intervention Program” and the
same has been checked, corrected and validated by the undersigned in accordance
with the standard use for statistical treatment and methodological procedures in the
conduct of the study.
Done this September 10 day of 2021
Signed by: Prof. Junry P. Bacalso
Statistician
City of Taguig
Taguig City University l

77
CURRICULUM
VITAE
City of Taguig
78
i
MICHAELLA BARRIENTOS MAGALLANES 1
2200 P. Dandan Street Pasay City
michaellabarrientos21@gmail.com
PERSONAL BACKGROUND
AGE : 21 years old
SEX : Female
BIRTH DATE : July 21, 2000
RELIGION : Roman Catholic
CIVIL STATUS : Single
EDUCATIONAL BACKGROUND
TERTIARY: Taguig City University

Gen. Santos Ave. Central Bicutan Taguig City
BSBA- Human Resources Development Management
Present
Thy Covenant Montessori School
2015-2017
SECONDARY: Western Bicutan National High School

Lower Bicutan
2011-2015
PRIMARY: Epifanio Delos Santos Elementary School

2200 P. Dandan St. Pasay City
2005-2011
TRAININGS AND SEMINARS
“How this pandemic affects recruitment process”
2021 of July
City of Taguig
79
“The art of public speaking:How to boost your confidence and discover new skills i
i
during pandemic” 1
2021 of July
“Sogie kana ba?”: An Educational discussion on sexual orientation, gender entity
and expression”
2021 of July
SKILLS
 Good Communication Skills
 Computer Proficient
Michaella B. Magallanes
Researcher’s Signature
City of Taguig

80
l
i
IAN DAVE D. DAACA i
Blk.13 Lot 8 Pulong Kendi 2, Sta. Ana Taguig City i
Iandaaca029@gmail.com 1
PERSONAL BACKGROUND
Date of birt : December 29, 1999
Place of birth: Sta. Ana ,Taguig City
Age : 21 Years Old
Sex : Male
Civil Status: Single
Primary: Taguig Intergrated School

(2006-2012)
Secondary : Taguig Integrated School

(2012-2016)
Taguig Integrated School

Electrical Installation And Maintenance (EIM)
(2016-2018)
College: Taguig City University (undergrad)

Bachelor of science in Business Management major in
Human Resource Development And Management
“PRIDE AT WORK”
July 02, 2021
July 2021
City of Taguig
81
“Sexual Harassment in office setting: A code of conduct” i
v
July 2021 1
SKILLS
 Good Interpersonal Skills
 Good Listener
 Computer Proficient
Ian Dave D. Daaca

City of Taguig

82
l
v
ORGAYA, DEVI FELISE Y. 1
36 A Balagtas St. Purok 4 Lower Bicutan Taguig City
Contact no.: 09454460643
E-mail address: orgayadevi@gmail.com
PERSONAL BACKGROUND
Age : 21 years old
Birth Date : April 26, 2000
Birth Place : Pasig City
Sex : Female
Civil Status : Single
Citizenship : Filipino
EDUCATIONAL ATTAINMENT
Tertiary: Taguig City University

Human Resource Development Management
S.Y 2018-Present
Secondary: St. Therese Institution

Senior High School
Information Communication Technology
S.Y 2016-2018
Taguig National High School

Taguig City
S.Y 2012-2016
Primary: R.P Cruz Sr. Elementary School

Taguig City
S.Y 2006-2012
City of Taguig
83
TRAININGS AND SEMINARS v
i
1
“The Bright future of new generation”
July 2021
July 2021
“Students: the job seekers tool kit”
July 2021
SKILLS
 Data Entry,Client Related
 Multi-Tasking skills
Devi Felise Y. Orgaya
City of Taguig
84
v
i
ALYSSA VERNETTE E. PULGADO i
Lontoc St. Brgy.Calzada Tipas, Taguig City 1
09091547190
alyssapulgado1998@gmail.com
PERSONAL BACKGROUND
Age : 22 years old
Birth Date : October 20,1998
Sex : Female

S.Y 2018-Present
Secondary: Arellano University Senior High School

Caniogan, Pasig City
Accountancy and Business Management
S.Y 2016-2018
Pateros National High School

San Pedro, Pateros
S.Y 2012-2016
Primary: Pateros Elementary School

San Pedro, Pateros
S.Y 2006-2012
City of Taguig
85
TRAININGS AND SEMINARS v
i
i
“How this pandemic affects recruitment process” i
1
July 2021
“Step up the ladder fill the missing U in success”
July 2021
“Career development and leadership”
July 2021
SKILLS
 Good Leadership Skills
Alyssa Vernette E. Pulgado

City of Taguig
86
i
PATRICIA ANNE L. RIEGO x
331 Purok 5 M.L.Q. St., Lower Bivutan Taguig City 1
riegopatriciaanne@gmail.com
PERSONAL INFORMATION
Age : 22 years old
Sex : Female
Birth Date : November 15,1998
Birth Place : Taguig, Metro Manila
Nationality : Filipino
Religion : Roman Catholic

Gen. Santos Ave, Central Bicutan, Taguig City
BSBA-Human Resource Development Management
SECONDARY: Bicutan Parochial School

M.L.Q. St., Lower Bicutan, Taguig City
2011-2015
PRIMARY: R. P Cruz SR. Elementary School

M.L.Q. St., New Lower, Bicutan, Taguig City

July 2021
“Expert Insight on recruiting & HiringJuly

2021
City of Taguig
87
x
1
“Sexual Harassment in office setting: a code of conduct”
July 2021
SKILLS
 Data Entry
Patricia Anne L. Riego

City of Taguig
88
x
PIA ALEXIS B. TALAVERA i
Home address: 2191 Roldan St. Lower Bicutan, Taguig City 1
Contact no.: 09567464617
E-mail address: talaverapiaalexis@gmail.com
PERSONAL BACKGROUND
Age : 21 years old
Birth Date : June 30, 2000
Birth Place : Taguig City
Sex : Female

S.Y 2018-Present
Secondary: Senior High School

HSL Braille College
Brgy.Katuparan, Taguig City
Accountancy and Business Management
S.Y 2016-2018
Junior High School

HSL Braille College
Brgy.Katuparan, Taguig City
S.Y 2012-2016
Primary: R. P Cruz Sr. Elementary School

Lower Bicutan, Taguig City
S.Y 2006-2012
City of Taguig
89
TRAININGS AND SEMINARS x
i
i
1
July 2021
“Guiding the Future HR to their future careers”
July 2021
“ Manage your team and business efficiently with google workspace”
July 2021
SKILLS
 Computer proficient
Pia Alexis B. Talavera

City of Taguig

90
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x
TAMBO, SOFIA KRISTINA S. i
02 Bambang ni Peles St. Brgy. Sta.Ana Taguig City i
09637060355 i
tambosofiakristina@gmail.com 1
PERSONAL BACKGROUND
Age : 22
Sex : Female
Birth Date : September 8,1999
Nationality : Filipino

Gen. Santos Avenue, Central Bicutan Taguig City
BSBA- Human Resource Development Management
Present
SECONDARY: Taguig Integrated School

Liwayway St. Brgy. Sta.Ana Taguig City
2012-2016
PRIMARY: Taguig Elementary School

Liwayway St. Brgy. Sta.Ana, Taguig City
2006-2012
July 2021
“Expert Insight on recruiting & Hiring
July 2021
City of Taguig
91
“Guiding the Future HR to their future careers” x
i
July 2021 v
1
SKILLS
 Data Entry
Sofia Kristina S. Tambo

City of Taguig
92
x
v
VILLEGAS, DANIEL JOHN L. 1
18C Salivio St. Lower Bicutan Taguig City
Contact no.: 09458095247
E-mail address: dnljhn10@gmail.com
PERSONAL BACKGROUND
Age : 21 years old
Birth Date : June 16, 2000
Birth Place : Pasay City
Sex : Male

S.Y 2018-Present
Secondary: Bicutan Parochial School

Senior High School
General Academic Strand
S.Y 2016-2018
Bicutan Parochial School
Taguig City
S.Y 2012-2016
Primary: C.P. Sta. Teresa Elementary School

Taguig City
S.Y 2006-2012
City of Taguig

93
l
TRAININGS AND SEMINARS x
v
i
“How this pandemic affects recruitment process” 1
July 2021
“Expert Insight on recruiting & Hiring”
July 2021
“ Manage your team and business efficiently with google workspace”
July 2021
SKILLS
 Good Leadership skills
Daniel John L. Villegas


Perceptions on Workplace Gender Equality

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Perceptions on Workplace Gender Equality

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Republic of the Philippines

Taguig City University

An Undergraduate Thesis Presented to the Faculty

In Partial Fulfillment of the Requirements for the Degree

Taguig City University ii

This thesis entitled, “Perception on Workplace Gender Equality of Selected

MARIO S. NILLO, Ph.D.

SYLVIA M. MARIANO, MAED FLORENZ M. REAL, MBA

NORLYN I. GOZUM, MM, LPT ZANDRA L. BRINAS, MBA

CARLITO R. OSTRIA, DBA, PhD

Taguig City University iii

enumerated. Their contributions are sincerely appreciated and gratefully acknowledge.

particularly to the following:

leadership and management of this University that provides opportunities to students to

reach their dreams;

To our Business Research subject adviser, Professor Sylvia M. Mariano for

motivation to finish this research paper;

Taguig City University iv

enumerated. Their contributions are sincerely appreciated and gratefully acknowledge.

particularly to the following:

statistical treatment and analysis of data;

To the respondents of this study, the Human Resource Management Development

students for being approachable, cooperative and supportive in answering the

including the moral and financial support we needed badly;

to overcome all challenges towards the completion of this study.

Taguig City University v

We humbly dedicate this research study to the enhancement of working students of

Human Resource Development Management in making research studies.

continuing implementation of Workplace Gender Equality.

cooperation while conducting the study.

Taguig City University vi

TITLE PAGE ……………………………............... i

Chapter 1 THE PROBLEM AND ITS BACKGROUND

Background of the Study …….…………………………. 3

Theoretical Framework …….…………………………. 5

Conceptual Framework …….…………………………. 8

Statement of the Problem …….…………………………. 10

Hypothesis of the Study …….…………………………. 11

Scope and Limitation of the Study ….………………………….... 12

Significance of the Study …….………………………… 12

Definition of Terms ...…….………………………. 13

Chapter 2 REVIEW OF RELATED LITERATURE AND STUDIES

Taguig City University vii

Synthesis of Reviewed Literature ................................... 25

Chapter 3 RESEARCH METHODOLOGY

Research Method Used ................................... 27

Respondents of the Study ................................... 28

Respondents and sample ................................... 28

Population and Sampling Technique ................................... 29

Validation of Instrument ................................... 30

Data Gathering Procedure ................................... 31

Statistical Treatment of Data ................................... 31

Chapter 4 PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

Taguig City University viii

Perception of Respondents on ….................…………….... 39

Implementation of Workplace Gender Equality

Problems encountered …................……………...... 48

by the respondents relating

Significant difference between ….................…………….... 49

the perception on Workplace Gender

Equality and the Respondents Profile

5 SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS