Abstract

Employee executes precarious responsibilities for the subsistence of the organisation unrelatedly to any gender differences. Management seems to be more than it has ever been at the centre of handling workforce diversity as they structure their businesses to meet rapidly changing business needs and individual expectations. Indeed, corporate leaders who want to improve labour productivity think about workforce diversity. It is because they regard diversity as a massive corporate concern whose limitations have a consequence on their employee performance, firm's growth and profitability. This study looks at five different aspects of gender discrimination: hiring/recruitment discrimination, training & Development discrimination, Provision of goods and Facilities discrimination, retention discrimination, and Promotion discrimination.

261 telecom industry employees in the UAE collected data better to understand the consequences of gender-based human resource practices on employee performance. The data was analysed, and hypothesis testing was done using linear regression. The theoretical model and hypothesis were tested using SPSS version 22. According to the findings, discrimination based on gender has a substantial impact on employee performance. This empirical evidence offers Human Resource researchers and managers advice for preventing discriminatory practices that negatively impact employee performance.

This work is licensed under a Creative Commons Attribution 4.0 License.