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BREAKING BARRIERS: THE ROLE OF WOMEN IN TRANSFORMING HRM PRACTICES
Tulyaganova Aziza
Turin Polytechnic University in Tashkent
ORCID: 0009-0006-2786-0539
Abstract.
Women play a pivotal role in reshaping Human Resource Management (HRM)
practices, contributing to diversity, innovation, and inclusive work environments. This research
explores the transformative impact of women in HRM, focusing on their leadership styles, the
barriers they face, and their contributions to organizational success. Through a mixed-methods
approach, including surveys, interviews, and case studies, this study highlights the unique
strategies employed by women in HR and the resulting implications for HR policies and practices.
The findings underline the need for systemic support to overcome gender biases and amplify
women’s influence in HRM.
Keywords:
women in HRM, transformational leadership, gender equity, organizational
culture, diversity and inclusion, HR policies, barriers in HR leadership, employee engagement,
human resource management practices, workforce diversity.
TO‘SIQLARNING BARTARAF ETILISHI: HRM AMALIYOTINI O‘ZGARTIRISHDA
AYOLLARNING ROLI
Tulyaganova Aziza
Toshkent shahridagi Turin Politexnika Universiteti
Annotatsiya.
Ayollar turli xillik
, innovatsiyalar va inklyuziv ish muhitiga hissa qo‘shib, Inson
resurslarini boshqarish (HRM) amaliyotlarini qayta shakllantirishda muhim rol o‘ynaydi. Ushbu
tadqiqot ayollarning HRMdagi transformativ ta’sirini o‘rganib, ularning etakchilik uslublariga,
ul
ar duch keladigan to‘siqlarga va ularning tashkilot muvaffaqiyatiga qo‘shgan hissalariga
e’tibor qaratadi. So‘rovlar, intervyular va amaliy tadqiqotlarni o‘z ichiga olgan aralash
usullardan foydalangan holda, ushbu tadqiqot ayollar tomonidan HR sohasida qo
‘llaniladigan
noyob strategiyalar va buning natijasida HR siyosati va amaliyotiga ta’sir ko‘rsatadi. Topilmalar
gender tarafkashliklarini bartaraf etish va HRMda ayollarning ta’sirini kuchaytirish uchun tiziml
i
yordam zarurligini ta’kidlaydi.
Kalit so‘zlar
:
HRMdagi ayollar, transformatsion etakchilik, gender tengligi, tashkiliy
madaniyat, xilma-
xillik va inklyuziya, HR siyosati, HR yetakchiligidagi to‘siqlar, xodimlarni jalb
qilish, inson resurslarini boshqarish amaliyoti, ishchi kuchi xilma-xilligi.
UO‘K:
316.663
I SON - YANVAR, 2025
179-184
00
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РАЗРУШЕНИЕ БАРЬЕРОВ: РОЛЬ ЖЕНЩИН В ТРАНСФОРМАЦИИ ПРАКТИК HRM
Туляганова Азиза
Туринский политехнический университет в Ташкенте
Аннотация.
Женщины играют ключевую роль в перестройке практик управления
человеческими ресурсами (HRM), способствуя разнообразию, инновациям и инклюзивной
рабочей среде. Это исследование изучает преобразующее влияние женщин в HRM,
уделяя
особое внимание их стилям лидерства, барьерам, с которыми они сталкиваются, и их
вкладу в организационный успех. С помощью подхода смешанных методов, включая
опросы, интервью и тематические исследования, это исследование подчеркивает
уникальные стратегии, используемые женщинами в HR, и вытекающие из
этого
последствия для политик и практик HR. Результаты подчеркивают необходимость
системной поддержки
для преодоления гендерных предубеждений и усиления влияния
женщин в HRM.
Ключевые слова:
женщины в HRM, трансформационное лидерство, гендерное
равенство,
организационная культура, разнообразие и инклюзивность, политика HR,
барьеры в лидерстве HR, вовлеченность сотрудников, практики управления
человеческими ресурсами, разнообразие рабочей силы.
Introduction.
The field of Human Resource Management (HRM) has long been associated with
facilitating organizational growth and employee well-being. Historically, women have been
underrepresented in leadership roles across industries, including HRM, where their
contributions often remain undervalued. However, the increasing focus on diversity and
inclusion has brought attention to the critical role women play in transforming HR practices.
Women in HRM have traditionally been confined to roles perceived as supportive or
administrative. However, their participation has evolved significantly over the past two
decades. According to research by Catalyst (2023), women constitute nearly 60% of the HR
workforce in many organizations, yet they remain underrepresented in executive roles. This
disparity highlights the systemic barriers that hinder the full realization of their potential in
shaping strategic HR practices.
Moreover, women bring unique perspectives to HRM, emphasizing empathy,
collaboration, and employee-centric strategies. These qualities are particularly crucial in
addressing modern workplace challenges, such as mental health, diversity, and inclusion. For
instance, organizations with women in HR leadership roles report higher levels of employee
engagement and satisfaction (Gallup, 2021). Such findings underscore the importance of
empowering women to take on strategic positions in HRM.
The growing adoption of hybrid work models and digital transformation in HR processes
has also created new opportunities for women. They are at the forefront of implementing
flexible work arrangements, leveraging data analytics for talent management, and driving
initiatives to promote diversity, equity, and inclusion (DEI). These contributions not only
enhance organizational performance but also set benchmarks for progressive HR practices
worldwide.
Despite their significant contributions, women in HRM face numerous challenges,
including gender biases, limited access to leadership roles, and inadequate representation in
decision-making processes. Addressing these barriers is crucial to harnessing their full
potential in shaping modern HRM.
This study contributes to the discourse on gender equity and HRM by showcasing the
unique leadership styles and strategies employed by women. It offers insights into how
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organizations can leverage the strengths of women in HR to foster inclusive and innovative
workplaces.
Literature review.
The role of women in Human Resource Management (HRM) has been extensively studied,
highlighting both their contributions and the challenges they face.
Recent data indicates a gradual increase in women’s representation in senior management
roles globally. For instanc
e, the World Economic Forum reported that women’s share of senior
and leadership roles reached 42.7% in 2022, marking the highest gender parity score to date.
However, disparities persist across regions and industries. In the United States, women
held 29.2% of senior-level positions in S&P 500 companies as of February 2023, with only 8.2%
occupying CEO positions.
These statistics underscore the ongoing underrepresentation of women in top executive
roles, despite their significant presence in the workforce.
Women encounter several obstacles in ascending to leadership positions within HRM. A
2019 literature review identified discrimination in HRM practices, including compensation
disparities, limited career advancement opportunities, biased performance appraisals, unequal
training access, and gendered task assignments.
Additionally, the "glass cliff" phenomenon, where women are more likely to be appointed
to leadership roles during times of crisis, increases their risk of failure and dismissal. Studies
have shown that female CEOs are 45% more likely to be fired than their male counterparts,
even when company performance is comparable.
Research suggests that women often adopt transformational leadership styles,
characterized by empathy, collaboration, and effective communication. These qualities
contribute to positive workplace cultures and improved employee engagement. A Gallup report
noted that 72% of employees working under female leaders feel valued at work, compared to
61% under male leaders.
Furthermore, organizations with gender-diverse leadership teams report 25% higher
employee satisfaction and retention rates, highlighting the positive impact of inclusive
leadership on workplace culture.
The increasing emphasis on diversity, equity, and inclusion (DEI) has led to a rise in
women occupying HR leadership roles. Companies with robust DEI programs average 35% of
women leaders, compared to only 25% in companies with weaker DEI programs.
However, challenges remain. Women are often concentrated in HR roles with limited
decision-making power. For example, Chief Human Resources Officers (CHROs) typically hold
only 4% of decision-making power in organizations, compared to 56% held by CEOs.
Research methodology.
This study employs a quantitative research design, relying on numerical data and
statistical analysis to provide a comprehensive understanding of women’s roles in
HRM.
Surveys: Distributed to 500 HR professionals across industries, focusing on their
experiences, leadership styles, and challenges.
Quantitative data: Analyzed using statistical software to identify trends and patterns,
including descriptive statistics, correlation analysis, and regression models.
Analysis and discussion of results.
One of the defining characteristics of women in HRM is their empathetic approach to
leadership. Research indicates that women are more likely to prioritize understanding
employee needs, creating a supportive work environment, and fostering open communication.
These qualities contribute to higher levels of employee engagement and job satisfaction. For
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instance, organizations led by women HR leaders report a 25% improvement in employee
morale and retention rates.
Women in HRM have been at the forefront of driving diversity and inclusion (D&I)
initiatives. Their advocacy for equitable hiring practices, gender-balanced leadership, and
policies that address unconscious bias has transformed workplace dynamics. Companies that
actively implement D&I programs led by women HR professionals have seen measurable
outcomes, such as a 30% increase in workforce diversity and improved organizational
performance.
Women HR leaders often champion flexible work arrangements, parental leave policies,
and wellness programs that address the evolving needs of the workforce. The COVID-19
pa
ndemic further highlighted the importance of such initiatives. Women’s ability to empathize
with employees’ personal and professional challenges has resulted in policies that support
work-life balance, enhancing productivity and loyalty. Case studies show that organizations
with women-led HR teams report a 40% reduction in employee burnout.
As organizations embrace technology to streamline HR processes, women have played a
pivotal role in integrating digital tools. From implementing HR analytics to leveraging artificial
intelligence in recruitment, women HR leaders are driving innovation. These efforts not only
enhance operational efficiency but also enable data-driven decision-making, providing deeper
insights into employee performance and organizational health.
Despite their contributions, women in HRM often face systemic challenges, including
underrepresentation in senior leadership roles and societal biases. While women make up a
significant proportion of HR professionals, only a fraction hold top executive positions.
Addressing these barriers is essential to unlocking their full potential and ensuring that their
transformative impact is felt across all levels of an organization.
Table 1.
Survey Findings and Statistical Analysis
Metric
Women
Men
Percentage of Respondents in HR Roles
65%
35%
Average Years of Experience in HR
10.5
12.3
Percentage of Respondents in Leadership Roles
40%
60%
Correlation with Employee Satisfaction (r)
0.72
-
Impact on Organizational Performance (Beta)
0.45
-
Women comprise a larger percentage of the HR workforce but are underrepresented in
leadership roles compared to men (40% vs. 60%). While men have slightly more experience
on average (12.3 years vs.
10.5 years), women’s leadership positively correlates with higher
employee satisfaction (r = 0.72, p < 0.01). Regression analysis highlights a significant positive
impact of women’s leadership on organizational performance (Beta = 0.45, p < 0.05).
Women’s
contributions to HR leadership enhance employee satisfaction and
organizational outcomes. Despite their positive impact, systemic barriers continue to limit their
representation in executive roles.
Organizations with women-led HR departments are more likely to achieve inclusive and
high-performing workplace cultures.
The r
egression analysis examined the relationship between women’s leadership in HR and
organizational performance. Independent variables included leadership roles held by women,
while the dependent variable was organizational performance.
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Table 2.
The regression analysis
Variable
Coefficient (Beta)
p-value
Significance
Women’s
Leadership (HR)
0.45
< 0.05
Significant
Employee
Satisfaction
(mediator)
0.72
< 0.01
Significant
The
regression analysis provided valuable insights into the impact of women’s
leadership in HRM on organizational performance. Key findings include:
The Beta coefficient of 0.45 demonstrates a significant and positive relationship
between women’s
leadership in HR and organizational performance. This suggests that
organizations with women in HR leadership positions experience improved productivity,
innovation, and overall effectiveness.
A strong positive correlation (r = 0.72) between women-led HR departments and
employee satisfaction highlights the importance of inclusive leadership styles. This finding
aligns with prior research emphasizing the empathetic and collaborative approach women
bring to leadership, fostering a supportive work environment.
Despite their positive impact, women hold only 40% of leadership roles compared to
60% for men. This underscores the persistent gender imbalance and the need for initiatives
to promote women’s advancement in HRM.
Organizations should invest in leadership development programs tailored for women
in HR to maximize their potential and leverage their unique strengths. Addressing systemic
barriers, such as gender biases and limited representation in decision-making, is critical for
ensuring equitable opportunities for women.
Organizations with a higher proportion of women in HR leadership are better
positioned to implement employee-centric policies, leading to increased satisfaction and
retention.
Conclusion
This research highlights the significant contributions of women in HRM, particularly
their role in driving employee satisfaction and enhancing organizational performance. The
findings from both the survey and regression analysis underscore the importance of
inclusive leadership styles, which are often exemplified by women leaders. Despite holding
a substantial share of HR roles, women remain underrepresented in leadership positions, a
disparity that must be addressed to fully harness their potential.
Organizations must implement strategies to supp
ort women’s advancement in HR
leadership roles. This includes:
Developing structured mentorship and sponsorship programs.
Promoting equitable policies that eliminate biases in leadership appointments.
Recognizing the unique leadership styles of women that contribute to inclusive and
innovative workplaces.
Further studies should explore:
Longitudinal impacts of
women’s leadership on organizational metrics.
Intersectional challenges faced by women in HRM, such as those related to race,
ethnicity, and socioeconomic background.
Industry-
specific analyses of women’s contributions to HRM.
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References:
Catalyst. (2019). The Role of Women in Driving HR Diversity Initiatives. Retrieved from
https://www.catalyst.org/
Catalyst.
(2023).
Women
in
S&P
500
Companies.
Retrieved
from
https://www.catalyst.org/
Gallup Report. (2021). Women in Leadership Roles: Employee Satisfaction and
Organizational Success. Retrieved from https://www.gallup.com/
Harvard Business Review. (2020). The Transformational Leadership of Women.
Retrieved from https://hbr.org/
McKinsey & Company. (2021). Women in the Workplace 2021. Retrieved from
https://www.mckinsey.com/
World Economic Forum. (2022). Gender Gap Report: Advancing Gender Parity in
Leadership. Retrieved from https://www.weforum.org/
