In order to work towards HRM achieving equality at work, it is critical to have support from management. Research has concluded that CEOs have a great influence on their employees and if CEOs were to visibly show commitment to diversity objectives then employees are more likely to embrace these changes in ensuring equality at work (Ng and Sears, 2018).

Unilever are a company who has a well-integrated diversity strategy (Unilever, 2020). The company have achieved 55% of women holding managerial roles and 45% of the organisation’s non-executive board members are women (ibid.). The company value their diverse workforce as they feel they are able to engage better with their 70% women-based consumers (ibid.).

Commitment

HRM has been created on the assumption that the workplace needs to retain and grow the “right” employee who is committed to their work. HRM values committed workers as they help to improve the organisational performance through being more; satisfied, productive and adaptable (Guest, 1987). However, individuals who are regarded as the “right” employee are often those who value the organisation above their other interests (Legge, 2007). Workers who fit within the “right” employee will benefit from this commitment dimension as they are regarded as the favourable worker by HRM personnel.

However, people who do not fit within this “right” employee framework will be at a disadvantage, as they are not regarded as a committed worker. This includes individuals who have other responsibilities, such as a family, as this other loyalty is seen as a distraction from their work. Mothers are often thought to be less committed to their work as they have the responsibility to care for their children. In a study which rese