The role of sustainable human resource management practices in achieving gender equality : a case study of a New Zealand electricity distribution business : a thesis presented in partial fulfilment of the requirements for the degree of Master of Business Studies in Human Resource Management at Massey University, Manawatu, New Zealand
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Date
2024
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Massey University
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Abstract
Sustainable human resource management (SHRM) practices played a crucial role in addressing global sustainable development challenges, particularly in the context of complicated gender equality issues. As a result, these practices had garnered significant academic interest. Nevertheless, there was a scarcity of research about the impact of SHRM practices on achieving gender equality in the engineering industry, particularly in the electricity distribution business (EDB) in New Zealand. This research sought to examine the extent to which an EDB in North Island, New Zealand had carried out SHRM practices in line with the characteristics outlined by Mariappanadar (2020). Additionally, it aimed to examine the engineers' awareness of the existence of SHRM practices within the company. Furthermore, it aimed to assess the impact of implementing SHRM practices on promoting gender equality. This study employed semi-structured interviews with a total of 8 engineers, consisting of 3 female engineers and 5 male engineers, to gather data on the implementation of SHRM practices by EDB owners and managers in order to promote gender equality. The collected data was then subjected to thematic analysis for qualitative analysis. The empirical findings of this research indicated that the EDB had shown a dedication to implementing policies related to work-family balance, flexibility, and worker health. Moreover, the findings showed that all participants had stated that the EDB had shown its commitment to promoting SHRM by providing technical training and soft skills training to most engineers, regardless of gender. Unfortunately, none of the engineers reported receiving any environmental training or training focused on green competency and social awareness training. This study also found that the GM and manager's method for compensation and reward practices is not well communicated with employees or engineers. Moreover, there were no incentives, whether monetary or non-monetary, for employees who demonstrated environmentally conscious behaviour. Consequently, the company's compensation and reward policies were developed in a manner that may potentially put female engineers at a disadvantage, due to the ongoing existence of the gender pay gap in New Zealand. Furthermore, the compensation policies were not aligned with the company's sustainability strategy. This study also contributes to knowledge by providing an innovative perspective on the relationship between SHRM practices and gender equality, highlighting the robust connection between these two elements that might be unfamiliar to some individuals. This study expands our understanding of the fact that some SHRM practices in the EDB are not in line with the characteristics of SHRM practices outlined by Mariappanadar (2020). These practices include technical and non-technical skills training, empowered decision-making, and company’s compensation and reward systems. The findings of this study are also valuable to managers, experienced professionals, and newcomers to the engineering industry or EDB in New Zealand.