1. Introduction - Boosting Equality: Recommendations for JD Sports
The study is concerned with gender in the organization's theory and practices of the "JD Sports Fashion plc". However, gender equality is important for the development of organizational performance and that can increase the reputation of the company. "JD Sports Fashion plc”, a UK-based firm has been listed in the “FTSE 100” list and the volume is 20,119,367 (London Stock Exchange, 2023). Therefore, the gender equality of the company has been included in this study. "JD Sports Fashion plc." is a famous British apparel retailing company that focuses on gender equality by embracing diversity and inclusion programs. The study has provided a detailed analysis of the company analysis of "JD Sports Fashion plc ''. On the other hand, the paper has provided recommendations for the policy and practices in the organization.
2. Gender in organizations: theory and practice
Gender equality is important for the development of ethical considerations in the organization. "JD Sports Fashion plc." properly follows gender equality for the development of organizational performance. As per the observation of Smith and Sinkford 2022), gender is generally not set by birth but it is created for the purpose of setting the organizational performances. The inequality of the gender has been set to advantage the male employees and set some disadvantages for the female employees. Nevertheless, the management of gender equality is important for the development of organizational ethical practices. Analyzing the ratio of the male and female members in the senior managers position the ratio of male and female employees is 72% and 28% female in the year 2023 (Figure 1). Therefore, in the position of senior manager, the number of female employees is lower than the male employees.
Figure 1: Male and female members in JD PLC
The above picture shows that in Plc. The board has 56% of the male members while in the board there are 44% of the male members in the year 2023 (Figure 1). Therefore, in the Plc board, the number of male employees is higher than the female employees. There are diverse gender inequality practices in the organization that may hamper the organizational reputation. The business organization should take important steps to mitigate issues like gender inequality. Gender inequality can be observed through practices like the wage gap between male and female employees. It has been observed that female employees often get lower salaries than male employees. The financial disparities can hamper the job satisfaction of the female employees. In the modern digitalized era, both male and female employees are equal in providing their performance towards the productivity and service of the company.
As opined by Maseda et al. (2022), occupational segregation is a negative approach of the company that is harmful to the ethical considerations of the company. Analyzing the above graph it can be noted that the percentage of male and female employees is 48% and 52% in the year 2023 and analyzing the percentage it can be asserted that the number of employees in the organization is higher than the male employees (JD Sports Fashion Plc, 2023). "JD Sports Fashion plc." has not promoted occupational segregation that is harmful to the development of performance. Occupation segregation refers to the situation where the company provides poor wages and opportunities to the underrepresented gender. The stereotypical ideas of the company are portrayed by the unequal behavior towards the employees associated with the organization. Apart from that, this occupational segregation hinders the company from managing diversity and inclusion.
The above picture shows that the company has followed the 5th goal of “sustainable development goals” (SDGs) provided by the United Nations (Figure 2). The fifth goal of the SDG focuses on gender equality. Gender inequality refers to the situation where the employees get lower opportunities for leadership positions. The "JD Sports Fashion plc." does not promote such a situation where gender equality is not maintained. The report shows that 82% of the group members are satisfied with their working atmosphere as they are treated with fairness and respect (JD Sports Fashion Plc, 2023). As per the observation of Tamunomiebi and Oyibo (2020), gender inequality is observed through the situation where female employees face issues with work-life balance. On The other hand, they also feel stereotypical phases in the workplace where they do not get opportunities for presentation of their talents. "JD Sports Fashion plc." promotes gender equality in their advertising and marketing campaign that reinforces gender norms and standards.
The "JD Sports Fashion plc." has taken initiatives of proper work-life balance for both the male and female employees. As per the observation of Gupta et al. (2023), female employees have to maintain household chores along with office work. However, keeping this concept in mind the company has taken the initiative to provide flexible working policies for female employees. The bonus for female employees is 66% while for male employees it is 34% (jdsportsfashionplc, 2023). On the other hand, "JD Sports Fashion plc." has taken the initiative of maternal leave policies along with paternal leave. Equali has been provided in the mentorship as well as sponsorship programmes that have helped the female employees to advocate diverse talents to the growth of the company. The company has started an open communication channel through which both male and female employees can be able to share their thoughts.
The "JD Sports Fashion plc." has focused on diversity and inclusion for achieving a diverse working culture. The diversity and inclusion programmes are significant for improved employee satisfaction and this results in the growth of the performance. As per the observation of Carter et al. (2020), the effective use of diversity and inclusion in the company has resulted in consistency in the reputation of the company. "JD Sports Fashion plc." by maintaining gender equality has been able to mitigate the issues related to discrimination. Diverse teams are able to provide their creative and innovative ideas in their productivity and selling. Gender equality helps "JD Sports Fashion plc." in attracting talent acquisition programmes.
3. Company case study: analysis of gender policy and practice
"JD Sports Fashion plc." is a famous British apparel retailing company founded by John David in 1981 (JD Sports Fashion Plc, 2023). The company had 3,403 stores across 38 territories across the world (JD Sports Fashion Plc, 2023). Focusing on fairness and equal treatment to the employees the company has generated around £10,125.0 million as revenue in the year 2023 (JD Sports Fashion Plc, 2023). As per the observation of FraiJ and László (2021), an unbiased hiring process is important for the development of organizational performance. "JD Sports Fashion Plc." has taken the initiative of a “safe circle” in which the female employees are protected in the counties with high “Gender-Based Violence and Harassment” (GBVH) (JD Sports Fashion Plc, 2023).
The above picture shows in the upper quartile the male employees are paid 33.93% salary from the overall revenue while the female employees get 60.07% (Figure 3). Therefore, the ratio of male and female pay gap is significant as the female employees get more salary than the male members. Equal opportunity is provided to the employees of "JD Sports Fashion plc." during the hiring process and also the training. As per the views of Apunyo et al. (2022), training for both male and female employees increases the performance of the employees. The performance of the employees is important for the development of customer satisfaction. Customer satisfaction increases the reputation of the "JD Sports Fashion plc.". On the other hand, the "JD Sports Fashion plc." has the ability to provide equal benefits to both female as well as male employees. The authorities and hierarchy focus on the benefits and attractive packages that can attract talented employees irrespective of their gender.
The "JD Sports Fashion plc." has also taken initiatives by enabling diversity management policies in their work culture and promoting an inclusive environment. On the other hand, "JD Sports Fashion plc." has initiated employee resource groups that can help the company increase the sense of belonging amongst male and female employees. As observed by Ghani et al. (2022), companies should have brought diversity management policies by hiring people irrespective of their gender in leadership positions. Furthermore, in the upper middle quarter of the year 2023, the pay gap between male and female employees is 43.28% and 56.72% (Figure 3). The commitment towards the organization is not solely dependent on the gender of the employees. Rather it is a set of values and beliefs that help them to provide their commitment and services for organizational growth. "JD Sports Fashion plc." has appointed both male and female candidates for the leadership position.
"JD Sports Fashion plc." has taken initiatives and policies for the purpose of maintaining gender equality. Transparency in the payment and equal wages is properly maintained in the "JD Sports Fashion plc.". "JD Sports Fashion plc." has taken initiatives by implementing regular pay audits which show data that highlights that both male and female employees are getting equal salaries based on their organizational development. The payment audit team helps in identifying any kinds of disparities in the payment cycle. The “Benefit in Kind” for male employees is 37.50% while for female employees it is 62.50% (jdsportsfashionplc, 2023). The audit team addresses the equal pay issues and takes necessary steps to prevent such situations. "JD Sports Fashion plc." has conducted merit based promotions and rejected the gender-based promotions in the organization. Such ethical practices are helpful for the development of reputation and workplace ethics. An ethical work culture boosts the trust and loyalty of the stakeholders associated with the organization.
Figure 4: Female board member
The above figure depicts that the number of female board members has increased from 2019 to 2023 as in the year 2023 there are 44% of female board members (Figure 4). The company has focused on the leadership practices that can influence both male and female employees to motivate their performance. "JD Sports Fashion plc." has taken initiatives to promote the language and communication among the employees. The "JD Sports Fashion plc." has started the cultural awareness training among the workers. These training programs help employees of both genders to increase their performance. On the other hand, cultural training programs are significant for spreading awareness amongst employees about cultural differences.
"JD Sports Fashion plc." promotes flexible work schedules for their female employees to enhance work-life balance. As per the observation of Chen (2023), the companies should have taken initiatives of clear policies in the anti-harassment and anti-discrimination policies. The company had initiated a regulatory framework for the initiative of female employee harassment. The law and legal rules have been introduced in the organization to prohibit any kind of harassment. The protective work culture is helpful for increasing a sense of safety and security among female employees. Workplace harassment has become a common problem in the UK and to reduce such unethical practices the company has prohibited such practices and initiated legal rules.
"JD Sports Fashion plc." has taken the initiative of starting a reporting mechanism. In this reporting mechanism, the females facing any kind of workplace harassment are welcome to lodge their report (JDPLC, 2023). The report is displayed to the hierarchy and the division of the hierarchy takes the further decision for reducing such practices. The punishment is provided to the people who are associated with such heinous crimes. The introduction of such a regulatory framework increases the trust and loyalty of the females towards the company. "JD Sports Fashion plc." has taken some certain gender equality policies to promote diversity and include them in their hiring and recruitment process.
4. Recommendations for gender policy and practice
Enhance Detailed: Anyone who feels oppressed can report it with the use of this strategy, albeit the exposing frameworks need to be improved. In order to make victims feel comfortable, JD Group is required to provide a range of announcement methods, including enigmatic ones. Apart from this, Zohar (2023) asserted comprehensive planning initiatives are required to instruct all experts, including the board, on provocation and viciousness based on direction. Planning is required to take into account the brutality of the plan and emphasise the importance of fostering a culture of pride, respect, and inability to tolerate abuse. The idea to strengthen disclosing elements, such as unidentified choices, recognises the need to provide victims with secure means of declaring their separation. This promotes accountability by encouraging people to speak up without worrying about the consequences.
Multifaceted Approach: It is required to recognise the relationship between provocation and orientation-based cruelty. Also, it requires aiming for inadequacies about race, identity, sexual orientation, and financial standing. Apart from this, make use of a thorough method that tends to group problems. Pihavaara (2020) asserted that orientation-based viciousness and provocation can be identified and addressed by routine evaluations and checks of work environment techniques and cycles by examining events, findings, and investigations on screen to gauge the association's reaction. Expanding preparatory programmes demonstrates a commitment to raising awareness of problems and educating the workforce about orientation-based brutality and badgering. This association-wide readiness fosters a shared sense of dignity, respect, and inability to tolerate mistreatment.
Simple Correspondence: It is required to promote orientation diversity, homogeneity, and orientation-based brutality and badgering anticipation efforts of the association. Also, it requires sharing updates, progress reports, and supporting administrations to be transparent and educate representatives. The analysis promises to close the orientation gap in high-level positions; yet, there is a notable disparity in pay quartiles. JD Group is required to aim for orientation balance in every quartile, but especially in the highest quartile. Phionah (2021) asserted understanding the relationship between provocation and orientation-based violence demonstrates awareness of people's many vulnerabilities. A thorough process tailored to an individual's ethnicity, nationality, and socioeconomic status enhances the effectiveness and nuance of intervention.
Increase Simpleness: The analysis provides important level data, but it fails to explain the salary gap related to orientation. JD Group seem to provide a more detailed analysis of compensation errors by job type and even out to identify growth opportunities. However, reward distribution indicates that more males than women receive benefits and rewards in kind, suggesting that there are disparities in rewards. To ensure that there is no bias towards any certain orientation and that the award delivery cycles are impartial and acceptable, JD Group is required to thoroughly evaluate them. Apart from this, Nascimento et al. (2019) regular reviews and framework checking are supported by consistent improvement criteria. The intentional approach adopted by the organisation enables prompt identification and resolution of orientation-based violence, hence enhancing workplace security. Accessible information about the organization's goals, responsibilities, and fairness fosters trust and a positive work atmosphere. The association's duty to end orientation-based violence is supported by openness regarding updates, advancements, and support services.
Focus on Thorough Recruiting Procedures: JD Group emphasises skill and expertise; nonetheless, one is required to avoid ignorant predispositions. Biases can be reduced by random enrollment, variation, and thoughtful preparation for enrollment specialists (JD Sports, 2023). Either way, standard full comparable compensation assessments are able to identify and correct inexplicable flaws in compensation. Apart from this, such evaluations are required to look into connections made before orientation to address disparities for different groups. Focusing on quartile differences highlights the need for specific efforts to ensure orientation parity throughout all compensation quartiles. Taking care of the enormous upper quartile discrepancy demonstrates an authoritative duty to maintain equilibrium.
The process
Form a Group: The organisation is required to establish a panel or team to oversee the application of provocation tactics and orientation-based violence. Agents from all levels and offices are required to be included in this panel to ensure comprehensive and supported work. Through collaboration with external organisations and professionals, victims can receive therapeutic, legal, and professional assistance to establish a fair cycle for exchanging these assets. Apart from this, flexible work schedules can accommodate changing needs and obligations outside of the workplace. This can help reps balance work and life and advance diversity in the workplace. An itemised breakdown of wage discrepancies by division, business role, and level is required to be included in further refined disclosure as the wide review will highlight the areas where mediation is most necessary.
Prompt fortification: It is required to encourage representatives to contribute in a way that creates a safe and complete work environment. Participation in mindfulness projects, studios, and events enables representatives to discuss experiences, raise issues, and contribute to creating a safer workplace (Traynor and Simpson, 2020). Apart from this, preventive measures to reduce hiring prejudices include random enrollment and variety and inclusion planning. The orientation plan and accompanying methodology are required to be periodically assessed and refreshed to maintain their sustainability and consistency with evolving administrative requirements and accepted processes. Also, it requires seeking worker input to improve methods, especially from survivors of orientation-based brutality.
External Collaborative Effort: It is required to collaborate with industry groups, NGOs, and fair work orientation. Participating in significant change campaigns can help stop orientation-based violence and provocation by exchanging best practices. These ideas can help JD Group ensure a workplace free from harassment and bullying based on orientation, promote respect, and support victims (Jdplc.com, 2022). Also, it is required to carry out the assigned preparation and develop inclination-obliging mindfulness preparation programmes in the workplace. Provide supervisors and representatives with training on orientation equity, variety, and consideration to establish a more robust work environment. Along with this, describe and transmit advancement models such that every representative has an equal chance to advance. Encourage people of minority sexual orientations to pursue careers by providing sponsorship and mentorship.
Collaborate with Outside Gatherings: It is required to participate in industry-explicit variety and consideration talks to discover best practices and benchmark implementation. Participating in the FTSE Ladies Pioneers Audit and Parker Survey is fantastic and is required to continue. Setting measurable, time-bound, and realistic goals will help to close the orientation wage gap. Also, it requires examining actual progress towards these goals and adjusting approaches to fulfil the organization's orientation equity goals. By adopting these concepts, JD Group Sports Fashion Plc seem to broaden its focus, maintain a healthy balance, and create a unique and all-encompassing work atmosphere (Jdplc.com, 2022). However, these recommendations which span from strengthening external collaboration to refining announcement tactics showcase JD Group Sports Fashion Plc's significant areas of strength for the Plc equity approach. These regulations could create a work environment culture that is clear-cut, all-encompassing, and centred on diversity and equity, free from orientation-based aggression and provocation.
5. Conclusion
The "JD Sports Fashion plc." has provided gender equality in their organizational performance for the development of the non-discrimination among the employees based on their gender. Adherence to the legal requirements is provided for the fair practices of the talent requisition. As opined by Sloane et al. (2022), the hiring process should not be done based on race, gender sexual orientation and other demographic features. "JD Sports Fashion plc." has gained a reputation for the implementation of an unbiased hiring process. The "JD Sports Fashion plc." is famous for its promotion and advertisement process which is mainly based on the merit and creativity of the employees. Diversity and inclusion are promoted in "JD Sports Fashion plc." for the enhancement of the working culture. A diverse work culture embraces different thoughts and creativity in the overall performance.
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