Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 1

Women in Management
Comparative Study of Women-Centric Workplace Policies across
CPSEs and evaluating their role in fostering an inclusive workforce

MPMIR DISSERTATION
Submitted
For the award of Degree of
Masters in Personnel Management and Industrial Relations

Supervisor: Submitted By:

Prof. Yogesh Kumar Arya Kanak Sharma
Department of Psychology 23421PMI027

Department of Psychology
Faculty of Social Sciences
Banaras Hindu University
Varanasi – 221005
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 2

Declaration

I hereby declare that the dissertation titled Comparative Analysis of Women-Centric Workplace

Policies Across Navratna CPSEs And Their Role In Developing An Inclusive Workforce submitted to

Department of Psychology, Banaras Hindu University in partial fulfilment of the requirements for the

award of the degree of Masters in Personnel Management and Industrial Relations is my original

work and has not been submitted earlier, either in part or full, to any other university or institution for

the award of any degree, diploma, or any other similar title.

This dissertation is the result of my own independent work, except where otherwise stated.

All sources of information, including books, journals, articles, and other published and unpublished

literature, have been acknowledged appropriately.

This work has been carried out under the guidance of Prof. Yogesh Kumar Arya, Associate

Professor, Department of Psychology, Banaras Hindu University.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 3

Acknowledgement

First and foremost, I express my deepest gratitude to the Almighty God for his continuous

blessings and strength. A very special thanks to my family for their unwavering love, patience, and

support throughout this journey.

I am sincerely thankful to the Department of Psychology, Banaras Hindu University, for

providing me with the academic environment and opportunity to undertake this research.

I extend my heartfelt gratitude to my supervisor, Prof. Yogesh Kumar Arya for his invaluable

guidance, continuous support, and encouragement during every phase of this study.

I would also like to express my gratitude to Mr. Abhishek Upadhyaya (AGM, NBCC), Mr.

Sumit Singh (DGM, IRCON), Mr. Bhavneet Singh (DM, IRCON), Mr. Gaurav Nath (DM, IRCON),

and Ms. Lovely Singh (DM, IRCON) for their kind cooperation, time, and insights, which added

great depth to the primary research conducted for this dissertation.

I am especially thankful to the employees who participated in the surveys and interviews.

Their perspectives were instrumental in shaping the findings of this study.

Lastly, I acknowledge the support of all those who helped me—directly or indirectly—in

completing this dissertation successfully.

With gratitude,

Kanak Sharma
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 4

Abstract

This study critically examines how public sector enterprises are fostering an inclusive workforce

through women-centric workplace interventions, including maternity and childcare benefits, flexible

work arrangements, POSH compliance, leadership development initiatives, and structured support for

career progression.

While larger Maharatna CPSEs have been the subject of previous research, there is a notable

lack of scholarly attention toward Navratna and emerging CPSEs, despite their increasing

significance in India's economic and infrastructural growth. Addressing this gap, the present study

adopts a mixed-methods approach, integrating both quantitative and qualitative data. Primary data

was collected from a sample of 35 employees (both male and female) across selected CPSEs using

Google Form-based surveys and semi-structured interviews. Additionally, a benchmarking analysis

was conducted to assess organizational practices against established sectoral best practices and

national policy frameworks.

Findings reveal considerable variation in policy design, implementation, employee awareness,

and perceived effectiveness across the organizations studied. While certain CPSEs exhibit

progressive policies and a strong commitment to inclusivity, others show significant gaps,

particularly in leadership representation, supportive infrastructure, and policy execution. The study

identifies key enablers and barriers influencing women's career progression in CPSEs and provides

strategic recommendations to strengthen gender policy frameworks, ultimately contributing to the

development of a more inclusive and equitable public sector workforce.

Keywords: diversity, inclusion, leadership, benchmarking, semi-structured interview, survey,

interventions
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 5

Content

S. No. Content Page No.

1. Chatper-1 Introduction 6-11
Basic Introduction 7-10
Rationale 11
Hypothesis 11

2. Chapter -2 Literature Review 13-16

3. Chapter -3 Methodology 17-19

Aim 18
Tools and Measures 18-19
Procedure 19

4. Chapter – 4 Results and Findings 20-34

Survey Analysis 21-31
Benchmarking Analysis 32-34

5. Chapter – 5 Discussion 35-40

Key suggestions 39-40

6. Conclusion 41

7. Limitations of the Study 42

8. References 43-44

9. Appendix – A (Questionnaire) 45-52

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 6

CHAPTER – I
Introduction
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 7

Introduction

Despite the increasing focus on gender diversity and inclusion, the corporate landscape in

India remains largely male-dominated, with women continuing to struggle for representation at the

top levels of leadership. Over the past decade, there has been a concerted effort by companies and

policymakers to promote gender diversity, with initiatives like mandatory quotas for women on

boards and various corporate policies aimed at creating more inclusive workplaces. However, these

steps, while encouraging on the surface, have yet to translate into meaningful progress regarding

women securing powerful positions in the boardroom and executive suites.

In a country that prides itself on its booming economy and global business footprint, the

struggle for women to secure a seat at the corporate power table points to a much broader issue. The

path to leadership for women in India is not just about breaking the glass ceiling but about

dismantling the systemic biases and obstacles that keep women from rising in the first place. These

challenges raise critical questions about the effectiveness of current diversity initiatives and highlight

the need for more comprehensive strategies to ensure true gender equity in the corporate world.

According to the World Economic Forum's Global Gender Gap Report 2024, women hold

only 32.2% of senior leadership roles worldwide. In India, this figure drops further—with women

constituting just around 18-20% of leadership positions across formal sectors.

A 2023 study by McKinsey & Company also highlights that organizations with higher

gender diversity in management are 25% more likely to have above-average profitability, indicating

the tangible value of inclusive leadership.

India’s female workforce participation has long been a subject of concern, and the corporate

sector is no exception. Despite various efforts to boost diversity, the proportion of women in

permanent roles remains low.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 8

The World Bank notes that India’s overall female labour force participation rate was just 21%

in 2022, among the lowest in the world, and this trend is reflected in corporate environments as well.

While some sectors, like IT and BFSI (Banking, Financial Services, and Insurance), have made

greater strides in recruiting women, other industries such as manufacturing, infrastructure, and energy

continue to see significantly lower female representation.

According to a 2022 Catalyst report, even in industries that have seen a rise in female

employees, women are often concentrated in entry-level or mid-level positions, limiting their ability

to influence key decision-making processes. Women in senior or leadership positions still represent a

fraction of the workforce, reinforcing the notion that gender inequality persists across all levels of the

corporate hierarchy.

In the context of Central Public Sector Enterprises (CPSEs), particularly the Navratna

category, women's presence in decision-making and managerial roles remains significantly low,

despite policy-level interventions. A review of CPSE reports indicates that women are largely

underrepresented in senior executive positions, often due to structural, cultural, and institutional

barriers.

In India, legislative frameworks have been established over the decades to promote gender

equality, safeguard the rights of women employees, and foster their active participation in the

workforce. These laws play a pivotal role in shaping inclusive workplace policies, particularly in

public sector enterprises like CPSEs. The major laws are:

1. Maternity Benefit Act, 1961 (Amended in 2017)

• Key Provisions:

o Increased paid maternity leave from 12 weeks to 26 weeks for women with less than

two surviving children.

o Provision of 12 weeks of maternity leave for commissioning and adopting mothers.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 9

o Mandatory establishment of crèche facilities in organizations employing 50 or more

employees.

o Option for work-from-home arrangements after maternity leave based on mutual

agreement.

This Act enables women to maintain their career trajectories without having to sacrifice

motherhood. It promotes work-life balance, reduces attrition, and encourages organizations to build

supportive ecosystems for working mothers, ultimately leading to a more gender-diverse workforce.

2. The Sexual Harassment of Women at Workplace (Prevention, Prohibition, and Redressal)

Act, 2013 (POSH Act)

• Key Provisions:

o Requires every employer to constitute an Internal Complaints Committee (ICC) to

address grievances.

o Establishes clear timelines for filing and resolving complaints.

o Protects women employees from both physical and verbal harassment.

A safe workplace is fundamental to women's participation. The POSH Act ensures

psychological safety, empowerment to report misconduct, and confidence to pursue leadership roles,

thereby fostering a culture of respect and dignity in the organization.

3. The Equal Remuneration Act, 1976

• Key Provisions:

o Mandates equal pay for men and women performing the same or similar nature of

work.

o Prohibits gender discrimination in matters of recruitment and service conditions.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 10

This act ensures equal economic rewards for women and helps eliminate one of the major

forms of workplace discrimination. It also enhances motivation, loyalty, and career aspirations, which

are crucial for building a sustainable pipeline of female talent.

4. Factories Act, 1948 (Provisions for Women Workers)

• Key Provisions:

o Restrictions on working hours for women, particularly concerning night shifts.

o Provision of adequate safeguards regarding health, safety, and welfare.

o Special attention to pregnant workers' needs in terms of seating, rest periods, and

protection from hazardous tasks.

By protecting women’s physical well-being, especially in labor-intensive industries, this Act

ensures that women can safely participate across a broad range of sectors, including traditionally

male-dominated ones like manufacturing and infrastructure.

5. The Companies Act, 2013 (Board Representation for Women)

• Key Provisions:

o Mandates that specified classes of companies (particularly listed companies and large

public companies) must appoint at least one woman director on their Boards.

This provision aims to break the glass ceiling and promotes women's representation in top

management and corporate governance. It also sets a tone for diversity and inclusion at the strategic

decision-making level.

These laws collectively aim to reduce structural barriers, enhance women's workforce

participation, protect their rights, and pave the way for a more inclusive and equitable workplace

culture.

However, effective implementation, organizational commitment, and cultural change remain

critical to realizing the full potential of these legal protections.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 11

Rationale:

While several studies have evaluated women’s representation and inclusion strategies in top-

tier Maharatna organizations (like ONGC, SAIL, and BHEL), there is a notable research gap

concerning Navratna CPSEs such as IRCON, RITES, NBCC, RVNL, CONCOR, DMRC, and

RAILTEL.

These enterprises, though smaller in size compared to Maharatnas, are rapidly growing, expanding

their workforce, and influencing national infrastructure and development projects. Yet, their internal

diversity practices, particularly women-centric policies, have not been systematically assessed or

benchmarked.

This study addresses that critical gap by analyzing the extent, effectiveness, and impact of

women-centric workplace interventions in selected Navratna CPSEs.

Hypothesis:

Women-centric workplace policies in CPSEs significantly contribute to developing an

inclusive workforce; however, there exists considerable variation in their implementation, awareness,

and perceived effectiveness across different organizations.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 12

CHAPTER – II
Literature Review
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 13

Greenhaus and Beutell (1985) introduced the concept that work-family conflict significantly

hinders women's career advancement. Modern interpretations of their work emphasize that flexible

schedules, paid leave, and telecommuting options are vital for reducing role conflict and improving

career satisfaction among women.

Kossek and Nichol (1992) found that the availability of on-site childcare facilities is

positively correlated with reduced absenteeism, lower turnover intentions, and higher organizational

commitment among working parents, especially mothers.

Gupta, Koshal, & Koshal's (1998) study of Indian women managers reveals that gender

remains a consideration in terms of salary raises, promotions or advancement decisions. Exclusion of

women from informal networks of communication and women's commitment to family

responsibilities are some major barriers that prevent women from advancing to top managerial

positions.

The Double Bind: The Price Women Pay for Success (2001): Tavris and Wade’s research

outlined the double bind that women face in the workplace: when women exhibit behaviors

associated with leadership or authority, they are often criticized for being too aggressive, while

behaviors that align with femininity may undermine their competence.

Martinson (2003) found that supervisory support in offering flexible work arrangements plays

a crucial role in reducing work-family conflict. They argue that women who perceive higher levels of

support from their supervisors are more likely to benefit from flexible work arrangements, leading to

higher retention rates.

Ragins and Kram (2007) showed that a supportive organizational culture combined with

effective mentoring leads to higher self-efficacy, better networking opportunities, and greater

leadership aspirations among women employees, especially in traditionally male-dominated sectors.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 14

Ibarra, Carter, and Silva (2010) argued that mentorship alone is not enough; women also

require active sponsorship and access to informal networks to accelerate their leadership journeys.

Organizations that provide structured mentoring and networking platforms show higher rates of

female leadership advancement.

Hunt, Layton, and Prince (2015) empirically demonstrated that organizations in the top

quartile for gender diversity are 15% more likely to financially outperform those in the bottom

quartile. The study emphasizes that gender diversity correlates strongly with innovation, decision-

making quality, and financial performance.

McKinsey Global Institute (2015) estimated that advancing gender equality could add $12

trillion to global GDP by 2025, with India alone contributing $700 billion if it bridged its gender gap.

Kossek and Thompson (2016) found that flexible working arrangements (like telecommuting

and flexible hours) have a direct positive impact on job satisfaction, organizational commitment, and

women's career progression. They highlight that flexible policies enhance work-life balance and

leadership aspiration among women employees.

Dasgupta and Verick (2017) argued that maternity benefits and childcare support are strongly

correlated with reduced attrition rates among female employees and greater re-entry of women into

the workforce post-childbirth. However, they emphasized that access to such benefits remains

unequal across sectors, limiting their full impact.

NITI Aayog's (2018) strategic vision highlighted the importance of enhancing women’s

participation in the labour force by promoting workplace safety, flexible policies, and leadership

pathways in both private and public sectors. It called for greater accountability from public

enterprises to set examples for inclusive growth.

According to McKinsey (2020), structured leadership development programs, mentorships,

and sponsorships significantly increase the likelihood of women being promoted into first-level and
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 15

senior management roles. Organizations that invest in such programs see faster closing of gender

gaps at the top.

Catalyst (2020) found that access to career development programs, sponsorship initiatives,

and structured training significantly increases women’s promotion rates and visibility within

organizations. The absence of clear career growth pathways often leads to higher attrition among

mid-career women.

The International Labour Organization (ILO) (2021) emphasized that targeted workplace

policies, such as flexible working hours, leadership development programs, and childcare support,

are crucial for improving women's representation at management levels. However, it also found that

policy presence does not always translate into practice, pointing to the critical role of enforcement

and organizational culture.

McKinsey & Company (2023) reported that companies with greater gender diversity on

executive teams are 25% more likely to outperform financially than their peers. Yet, one in four

women considered downshifting their careers or leaving the workforce entirely, citing lack of

flexibility and support.

While substantial research exists on gender diversity and inclusion practices within

multinational corporations and India’s leading Maharatna public sector enterprises, there is a

noticeable scarcity of academic inquiry into the women-centric workplace policies of Navratna and

emerging CPSEs.

Organizations such as ONGC, IOCL, GAIL, BHEL, SAIL, NTPC etc. have historically been

the focus of scholarly attention due to their size, visibility, and early adoption of corporate

governance reforms, including diversity initiatives (e.g., mandatory women directors, CSR activities

promoting inclusion).
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 16

However, Navratna PSUs like IRCON International Ltd., RITES Ltd., NBCC (India) Ltd.,

RVNL, CONCOR, and RailTel Corporation are increasingly becoming critical contributors to India’s

infrastructure development and economic expansion. Despite their rapid growth and increasing

workforce strength, systematic studies analyzing their workplace policies, especially from a gender-

inclusion perspective, remain limited.

Furthermore, public reports, organizational disclosures, and sustainability filings often

provide only surface-level information on gender policies, without deeper evaluation of

implementation effectiveness, employee awareness, or real organizational culture. This leaves a

significant knowledge gap regarding:

• How women-centric policies are operationalized on the ground,

• Whether these interventions genuinely foster inclusivity, or

• If gaps exist between stated policies and lived employee experiences.

Given that these growing CPSEs form the next tier of national economic drivers,

understanding their inclusivity practices is critical not only for workforce equity but also for aligning

them with India’s larger goals of sustainable development (SDG 5: Gender Equality) and economic

competitiveness.

While existing research highlights the importance of women-centric policies for workplace

inclusion, limited studies have examined their implementation within emerging CPSEs. To bridge

this gap, the present study adopts a structured methodology, detailed in the following chapter, to

critically assess and benchmark gender-inclusive practices across selected organizations.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 17

CHAPTER – III
Methodology
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 18

Method

Aim: To critically examine and compare women-centric workplace policies across Navratna CPSEs

and evaluate their role in fostering an inclusive workforce.

Participant:

The present study consisted of 35 participants chosen by Random Sampling Method. It is a

type of probability sampling in which the researcher randomly selects a subset of participants from a

population. Each member of the population has an equal chance of being selected.

Inclusion criteria: Any employee working in selected CPSEs

Tools and Measures:

1. Google Form based Survey

To gather primary data for this comparative analysis, a survey-based approach was

employed using a structured Google Form questionnaire. The questionnaire included both

quantitative (multiple choice, Likert scale) and qualitative (open-ended) questions to ensure a

balanced understanding of the current policy landscape and its practical implications. A total of 20

responses were recorded, covering a diverse range of departments and hierarchical levels.

2. Semi-Structured Interview

To complement the survey findings and gain deeper qualitative insights, the study also

employed the semi-structured interview method. This approach allowed for a flexible yet

focused exploration of key themes related to women-centric workplace policies, their

implementation, and perceived effectiveness within organisations. These interviews provided

valuable context behind policy decisions, practical challenges in implementation, and

emerging areas of reform. Responses from employees across different hierarchical levels were

thematically analysed and triangulated with survey data and benchmarking results to

strengthen the overall findings of the study.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 19

3. Benchmarking

Benchmarking method was used as a comparative analytical tool to evaluate and

contrast the adoption of women-centric workplace policies across selected CPSEs. A

structured benchmarking matrix was developed, focusing on five key policy indicators: career

development opportunities for women, special provisions for female employees, availability

of crèche facilities, child care leave, and adoption leave provisions. Each organisation was

scored on a binary scale (1 = policy present, 0 = policy absent), based on data collected

through surveys, semi-structured interviews, and available HR Manuals. This enabled a

systematic assessment of how different organisations support gender inclusivity in practice.

Benchmarking allowed the researcher to identify best practices, policy gaps, and sectoral

trends—offering insights into how different organisations differ in their approach to women’s

workforce inclusion and what actionable improvements can be made. The results served as a

foundation for developing recommendations to align workplace policies more closely with

the goals of equity and inclusiveness.

Procedure

Rapport was established through casual conversation at the beginning of the session.

Introduction of the interviewer, description of the research, and purpose of the study was explained to

the subject. Permission for recording from the subjects was taken before beginning the process. To

stick to the ethical standards for research, informed consent was obtained from the subjects.

Employees were sent the link of Google Form and few were given hard copies to record their

responses. Interviews were taken in physical setting at different organisations. Subject’s schedule and

time limits were carefully kept in mind. The interview was gradually ended rather than doing that

abruptly. Major points were summarized and subjects were asked in case they have any doubts about

the session and if they want to get in touch with the interviewer further. Gratitude was expressed for

their valuable time. After the interview was done, impression of the subject and certain expressions

were jotted down to help remember the responses.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 20

CHAPTER – IV
Result & Findings
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 21

Results

Perception and Impact of Women Participation in CPSEs

Figure showing %age of population who

believe that Women Leaders in CPSEs are
more efficient than their male counterparts

12% 18% Strongly disagree

Disagree
12% Neutral
35%
Agree
23% Strongly agree

The figure illustrates the perception regarding the efficiency of women leaders in Central Public

Sector Enterprises (CPSEs) compared to their male counterparts. According to the data, 35% of

respondents agreed that women leaders are more efficient, while 23% remained neutral. About 18%

strongly disagreed with this view, and 12% each either disagreed or strongly agreed. These results

show that although a considerable proportion supports the efficiency of women leaders, there is also

a notable section that is neutral or disagrees. Studies like Eagly and Carli (2003) have shown that

women leaders often adopt more collaborative and transformational leadership styles, which can

contribute significantly to organisational performance.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 22

Figure showing impact of Women Leaders on

Organizational Performance

6%0%
Very negative
18%
Negative
41%
Neutral
Positive
Very positive
35%

Survey results clearly indicate a positive perception of women in leadership roles. A combined 76.5%

of respondents rated the impact of women leaders as either 4 or 5 on a 5-point scale, with 41.2%

giving the highest score. This underscores a strong belief in the constructive and strategic

contributions of women to organisational performance. Only a single respondent rated it as 1, and

none rated it as 2, suggesting minimal scepticism regarding women's leadership efficacy. These

results reinforce the argument for increased gender diversity at managerial and executive levels, not

just as a matter of equity but as a business imperative.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 23

Figure showing Key Strengths of Women

Employees in CPSEs

12% Empathy
20%
Conflict Resolution
17% Effective Decision-Making
15% Communication
Strategic Thinking
19%
17% Team Building

Based on the responses received, team building, effective decision-making, and conflict resolution

emerged as the most commonly identified strengths of women employees in CPSEs. These were

closely followed by communication skills and strategic thinking, highlighting a widespread

recognition of women’s competence in both interpersonal and leadership domains. Interestingly,

empathy, often stereotypically associated with women, received the least acknowledgment indicating

a shift in how professional capabilities are being perceived beyond traditional gender norms. These

findings support the argument for increasing women’s representation in leadership, as they bring

essential skills for collaborative, people-centric, and effective governance.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 24

Figure showing primary challenges faced by

women employees in CPSEs

Work Life Balance

3%3% Gender Bias
14% 25%
Limited Networking Oppurtunities
Patriarchal Mindset
11%
8% Lack of Mentorship
Organisational Culture
22% 14%
Career Progression Barriers
Pay Disparity

The survey reveals that work-life balance is the most frequently cited challenge faced by women

employees in CPSEs, closely followed by the patriarchal mindset. These responses reflect persistent

socio-cultural and structural barriers to women’s professional growth. Other notable issues include

limited networking opportunities and organizational culture and lack of mentorship, suggesting that

the internal support mechanisms within organizations are often insufficient. Interestingly, more

institutional concerns like career progression barriers and pay disparity were less frequently

acknowledged, possibly indicating either underreporting or a shift in structural policies. Overall,

these insights point toward the need for more inclusive policies, especially around flexible work

options, leadership mentoring, and culture transformation within CPSEs.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 25

Figure showing %age of population who

believe that Gender Diversity improves Team
Dynamics and Productivity

12% Strongly disagree

0%
12% Disagree
47% Neutral
Agree
29% Strongly agree

The figure shows that a significant proportion of respondents, 47%, strongly agree that gender

diversity improves team dynamics and productivity, while 29% agree with this statement. About 12%

of respondents remained neutral, and another 12% strongly disagreed. Interestingly, none of the

respondents disagreed outright. These findings suggest that a majority recognise the positive impact

of gender diversity on organisational outcomes. As supported by the research of Nishii (2013),

diverse teams often bring varied perspectives, enhance problem-solving, and contribute to a more

innovative and collaborative work environment. Encouraging gender diversity, therefore, can be seen

as a strategic advantage for organisations aiming to boost overall team performance.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 26

Figure showing perceived support from

organization to Women Employees

0%6%
Very unsupportive
24% Unsupportive
41%
Neutral
Supportive
Very supportive
29%

These findings suggest a generally favorable organizational climate for women, though there remains

room for improvement in ensuring that support is perceived as consistent and comprehensive across

all departments and employee experiences.

Figure showing overall presence of women in

leadership roles in selected CPSEs

12% 6%
12% Poor
Below Average
Average
17%
Very Good
53% Excellent

The data reflects a positive trend toward the inclusion of women in leadership, but it also highlights

that in some organizations, there may still be perceptible gaps or underrepresentation. These insights

emphasize the importance of continued organizational commitment to leadership diversity and equal

growth opportunities.
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 27

Organisational Support and Policies

Figure showing %age of awareness related to

Labour Laws (POSH, ERA, Maternity Benefit
etc.)

12%

Yes
No

88%

The figure depicting the percentage of awareness related to labour laws such as the Prevention of

Sexual Harassment (POSH) Act, the Equal Remuneration Act (ERA), and the Maternity Benefit Act

highlights a significant trend — 88% of women employees surveyed demonstrated awareness of

these critical legislations. This high awareness level indicates the positive impact of legal literacy

initiatives and internal policy dissemination efforts within CPSEs, aligning with Srivastava’s (2021)

assertion that legal awareness is a foundational pillar for women's workforce empowerment.

However, the data also reveals that 12% of women employees lack awareness, which, although

numerically smaller, remains a serious concern.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 28

Figure showing %age of awareness of policies

to encourage women participation

6%

Yes
35% No
59% Not sure

While the majority response is encouraging, the high percentage of uncertainty highlights the need

for better visibility, communication, and implementation of women-centric initiatives so that all

employees are aware of the organizational commitment to gender inclusion.

Figure showing effectiveness of policies in

promoting women participation

6%
6% Very ineffective
29%
Ineffective
18%
Neutral
Effective
Very effective
41%

Notably, only 11.8% rated the policies as minimally effective (1 or 2), pointing to a relatively small

group that may have experienced gaps in policy implementation or impact. Overall, the results reflect

general confidence in the current legal and policy framework; while also signalling the need for

continuous monitoring, enforcement, and evolution of such measures to ensure they translate into

real, inclusive workplace change.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 29

Figure showing areas of support for women

employees

Mentorship Programs
9% 11%
Leadership Training
18% 13% Flexible working hours
Childcare Faclities
9% 16% Networking oppurtunities
Diversity and Inclusion Workshops
24%
Career Development Programs

The most frequently cited support was childcare facilities, selected by 64.7% of respondents,

highlighting its importance in enabling work-life balance for women. Diversity and inclusion

workshops followed with 47.1%, indicating a significant focus on sensitization and awareness efforts.

Flexible working hours (41.2%) and leadership training (35.3%) were also notable, reflecting

organizations’ efforts to accommodate diverse needs and encourage upward mobility for women.

Mentorship programs, career development initiatives, and networking opportunities were selected by

roughly a quarter of the respondents each, showing moderate implementation across organizations.

Additionally, 11.8% mentioned other forms of support, signalling that some organizations may be

implementing unique or less conventional methods. These findings reveal a diverse and layered

approach to supporting women employees, but they also point to an opportunity for broader

implementation and integration of all these support systems across workplaces.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 30

Figure showing regular awareness sessions

and training programs to promote women
participation

41% Yes

59% No

The figure illustrating the prevalence of regular awareness sessions and training programs aimed at

promoting women's participation reveals that 59% of respondents affirmed the existence of such

initiatives within their organizations, while 41% indicated the absence of these programs. This data

points toward a moderate level of organizational commitment towards fostering gender inclusivity.

According to Ely and Meyerson (2000), continuous training interventions are vital for challenging

deep-seated gender biases and building sustainable inclusive cultures.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 31

Figure showing presence of specific policies

to support specially-abled female employees
and female employees with specially-abled
children

Yes
No
47%
53%

The figure highlights that 53% of respondents acknowledged the presence of specific policies to

support specially-abled female employees and female employees with specially-abled children,

whereas 47% reported the absence of such measures in their organisations. This indicates that

although some CPSEs are taking steps toward fostering an inclusive workplace, a considerable

proportion still lacks focused initiatives. As suggested by Shore et al. (2011), inclusive practices are

crucial for creating equitable workplaces where the needs of employees facing additional challenges

are addressed. The absence of such policies can lead to unintentional exclusion and may hinder the

professional growth of affected female employees. Therefore, it is important for organisations to

formulate and implement targeted support mechanisms to ensure true inclusivity.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 32

Benchmarking Analysis

This study undertook a comparative benchmarking of women-centric workplace policies

across seven prominent CPSEs: IRCON, RITES, RAILTEL, RVNL, CONCOR, NBCC, and DMRC.

The parameters chosen for comparison included career development opportunities, special provisions

for women employees, availability of creche facilities, child care leave, and leave on adoption.

The findings demonstrate a varied and uneven landscape in the approach and commitment of

these organizations toward fostering an inclusive workforce.

Career advancement is a cornerstone of women’s empowerment in the workplace. Among

the organizations studied:

• IRCON, RVNL, CONCOR, NBCC, and DMRC have outlined specific schemes such as

professional updation allowances, honorarium schemes, and access to online education

platforms like MOOCs.

• RITES and RAILTEL provided no visible data regarding structured programs for women's

career growth, indicating either the absence or limited communication of such initiatives.

• While some CPSEs (like NBCC and DMRC) seem progressive in enabling educational

growth, there remains a clear lack of targeted leadership development programs specifically

for women—a crucial gap in ensuring gender-balanced leadership.

Special provisions reflect how an organization acknowledges women’s unique life and career

phases.

• NBCC and CONCOR showcase active women welfare bodies such as CONCOR Women

Welfare Organisations and host women-focused celebratory and welfare events.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 33

• DMRC show a progressive outlook by providing IVF treatment reimbursement,

indicating recognition of reproductive health challenges that women may face.

• RITES has a Consultative Council for enhancement of Rapport and Team-work (having

at least one woman employee) and rapport-building programs, suggesting a participative

effort toward inclusivity.

• Others, such as IRCON and RAILTEL, show no specific special provisions — indicating a

critical area for policy improvement.

These differences signal the need for uniformity in women-centric welfare measures, especially

in government enterprises that often set the tone for national employment standards.

Crèche or child-care support is essential for retaining young working mothers and reducing

career breaks due to caregiving responsibilities.

• Shockingly, most organizations (IRCON, RAILTEL, RVNL, CONCOR, NBCC) state “No

Creche Facility.”

• Only RITES offers a partial solution, with limited access to childcare facilities for

children up to 6 years of age.

• DMRC provides a childcare allowance (3.5% of basic pay), which, while financial, still

places the burden of arranging childcare on women.

The lack of structured creche facilities across these CPSEs shows that gender-inclusive

infrastructure is still an overlooked area. This presents a barrier to full workforce participation for

women, especially those with young children.

Child care leave (CCL) and adoption leave are central to gender-responsive HR policies.
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 34

• NBCC, DMRC, and RITES have adopted CCL in line with DoPT guidelines, a positive

sign of policy alignment.

• However, IRCON, RVNL, and RAILTEL show no provision, which may negatively impact

women employees during early childcare years.

• On adoption leave, a similar pattern exists — with NBCC and RITES providing limited or

conditional adoption leave, while others completely lack such provisions.

• As far as Special Disability Leaves are concerned, majority of the CPSEs provide the same

in line with the Right to persons with disabilities Act of 2016. However, DMRC AND NBCC

have special provisions such as Child Care Leave for female employees who have specially-

abled children of any age. This reflects an important yet under-adopted dimension of

inclusion—addressing the needs of women employees who have children with special needs.

An additional 4 Casual Leaves are also granted each year for physically challenged employees

to address specific requirements related to their disability, such as medical or prosthetic

check-ups.
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 35

CHAPTER – V
Discussion & Suggestion
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 36

The study aimed to evaluate and compare the implementation of women-centric workplace

policies across a selected group of Central Public Sector Enterprises (IRCON, RITES, RAILTEL,

RVNL, CONCOR, NBCC) and one joint venture of Government of India and Government of National

Capital Territory of Delhi i.e. Delhi Metro Rail Corporation with the overarching goal of understanding

their role in shaping an inclusive workforce. Data was collected through a combination of

Benchmarking, a Google Form survey (n=35), and semi-structured interviews, allowing for in depth

analysis and identifying key enablers and barriers affecting Workplace Policies for Women.

Navratna CPSEs, as public institutions, carry a responsibility to align their workplace policies

with India's commitment to the UN’s SDG targets by 2030. However, many respondents felt that these

policies lack effective implementation across all levels. Google Form responses further illuminated the

gap between policy presence and policy awareness. While some organisations may technically have

inclusive policies, employee awareness and access to these policies remain limited. For instance, when

asked whether their organisation conducted regular awareness or training sessions for promoting

women’s participation, a considerable portion of respondents answered “No” or “Not sure.” This

highlights a critical flaw—not just in policy framing, but in internal communication and training.

When asked to rate women leaders in terms of efficiency, most respondents gave high ratings (4

or 5), suggesting a strong belief in women's leadership abilities. However, many responses indicated a

lack of visible women in top management roles, particularly in technical or operational departments,

reinforcing the notion that glass ceiling issues persist, especially in traditionally male-dominated sectors

like infrastructure and transport. During the interview, women in lower or middle management also

added that they feel a lack of observational learning as they do not have any woman leader to look

forward to in the organisation. At the same time, it was also noted that NBCC’s Finance Department

was headed by a woman until few years ago and employees reported that it not only brought a positive

change but also served as an inspiring example of the impact women can have in top executive roles.
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 37

During the physical visit to different organisations, it was observed that the decision-making

power mostly lies with the male employees. However, research by Adams and Ferreira (2009), found

that companies with more women on boards experience better governance, with more active

monitoring and accountability mechanisms and female decision-makers are more likely to prioritize

ethical standards, compliance, and corporate social responsibility (CSR). Indian Oil Corporation

Limited (IOCL) recently set up an internal network called WIPS (Women in Public Sector) to support

leadership training and mentorship for women employees and has also seen a rise in the number of

women appointed as Executive Directors and Chief General Managers, especially in core areas like

operations, R&D, and corporate planning. The inclusion of women in decision-making positions

enhanced IOCL’s innovation, resilience, ethical governance, and employee satisfaction — all critical

factors for long-term organizational effectiveness. Therefore, growing CPSEs should focus on

Inclusive leadership practices that mitigate gender bias in evaluations and leads to enhanced leadership

opportunities for women and overall organizational performance.

Child care support is a crucial component of women-centric workplace policies aimed at

enabling better work-life balance, reducing absenteeism, and improving retention of women

employees, especially mothers. The availability of child care facilities such as crèches, on-site

daycares, flexible child care leave, and financial assistance for child care expenses significantly

influences women’s continued workforce participation and enhanced psychological safety for female

care-givers. When they feel that their child is safe and is being taken care of, they are better able to

focus at work which leads to enhanced efficiency. The benchmarking analysis indicates that although

some progressive organizations like NBCC and DMRC have initiated policies related to crèche

reimbursements and flexible working options for mothers, many CPSEs lack systematic provision of

child care infrastructure. Many respondents highlighted the need for better quality crèche services and

financial support schemes that accommodate diverse needs such as special education or flexible child

care arrangements.
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 38

In the context of CPSEs, the presence of equal opportunity policies has improved in recent

years, partly due to directives under the Government of India's Reservation Policies and Diversity and

Inclusion Guidelines. However, the study findings reveal that while formal equal opportunity

statements exist, challenges remain in the fair implementation of performance evaluations, promotions,

and leadership selections. Women employees particularly pointed out biases related to career breaks

(such as maternity leave) and stereotypical perceptions about leadership abilities impacting their

assessments.

The analysis of the survey data highlighted several key strengths demonstrated by female

employees in Central Public Sector Enterprises (CPSEs). These findings are significant in

understanding how women contribute not only to the operational functioning of organizations but also

to their strategic growth and long-term sustainability. Respondents reported that female employees are

more target and goal-oriented and better equipped to think out of the box as compared to their male

counterparts. Furthermore, women’s empathetic communication skills allow them to better understand

diverse stakeholder needs, contributing to the design of more inclusive and impactful solutions. As

argued by Shore et al. (2011), empathetic leaders create inclusive workplaces that enhance trust,

engagement, and productivity. However, unleashing the full creative potential of women employees

requires supportive structures, such as inclusive leadership, equal access to innovation projects, and

recognition systems that value non-traditional contributions. Without such enabling environments, the

creative capabilities of women risk being underutilized.

This study also talked about the primary challenges faced by women in organisations, most

dominant being the patriarchal mindset and work-life balance. Our male-dominated society expect the

women to create a balance between work and household responsibilities which keep the woman under

constant stress and pressure. Organisations with flexible working hours, remote work and provisions

for emergency leaves might help reduce absenteeism and lower turnover-rates.
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 39

Limited networking opportunities and organizational culture barriers further restrict women’s

access to informal channels of influence, mentorship, and career advancement. This aligns with the

findings of Ibarra et al. (2010), who emphasized that without strong sponsorship and networks, women

often find it harder to navigate leadership pathways. Additionally, lack of mentorship continues to

affect women’s career development, suggesting the need for formalized mentoring structures within

CPSEs.

Importantly, the interconnection between these challenges — for example, how a patriarchal

culture reinforces networking limitations, or how poor work-life balance enforces career progression

barriers — indicates that addressing only one issue in isolation is unlikely to yield significant results. A

holistic approach is needed, combining policy interventions, cultural change programs, and leadership

sensitization efforts

Key Suggestions:

Based on the findings and analysis of the study, several key suggestions are proposed to

enhance the effectiveness of women-centric workplace policies and to foster a truly inclusive

workforce in Central Public Sector Enterprises (CPSEs):

• Accessible, affordable, and high-quality crèche facilities. Subsidized childcare support,

partnerships with professional daycare providers, and flexible childcare leave policies

should be implemented to enable working mothers to balance professional and personal

responsibilities effectively.

• Structured mentorship programs, leadership training workshops, and succession

planning strategies must be introduced to prepare more women for senior and decision-

making positions. Women's leadership development initiatives should be formalized

rather than dependent on individual support.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 40

• The introduction of flexible work arrangements such as remote working options, staggered

shifts, and extended leave policies would support women employees in managing work and

family commitments without compromising career growth.

• While awareness of key labour laws is relatively high, CPSEs should conduct mandatory,

periodic training sessions on the Prevention of Sexual Harassment (POSH) Act, Maternity

Benefit Act, Equal Remuneration Act, and related legislations to ensure 100% compliance and

protection of employee rights.

• Organizations should acknowledge and strategically utilize the key strengths of women

employees — including team building, decision-making, communication, conflict resolution,

creativity, and strategic thinking — in leadership roles, innovation projects, and change

management initiatives.

• Continuous Learning and Development Programs for women employees across all levels within

the organisation should be organised.

• Dedicated policies to support specially-abled female employees and female employees with

specially-abled children must be introduced and effectively implemented to ensure equity and

support for all workforce segments.

• Emergency leaves can be introduced to handle unexpected childcare.

• Particularly for women employees, who often juggle multiple roles at work and home,

structured wellness programs can be organised for managing stress, preventing burnout, and

enhancing overall work-life balance.

• As highlighted by WHO (2011), accessible mental health services within workplaces

significantly reduce the stigma around psychological help-seeking and enhance early

intervention for emotional well-being.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 41

Conclusion

The present study aimed to undertake a comparative analysis of women-centric workplace policies

across selected Navratna Central Public Sector Enterprises (CPSEs) and assess their role in fostering an

inclusive workforce. Through benchmarking analysis, survey findings, and employee interviews, the

research reveals that while significant progress has been made in policy formulation and awareness,

substantial gaps remain in implementation, effectiveness, and cultural transformation.

Overall, the findings validate the hypothesis that women-centric workplace policies

significantly contribute to developing an inclusive workforce, but their success depends heavily on the

depth of implementation, leadership commitment, and organizational willingness to drive cultural

change. For CPSEs to build truly inclusive, high-performing, and future-ready organizations, it is

essential to move beyond compliance towards fostering environments that genuinely value diversity,

equity, and inclusion.

In conclusion, empowering women employees is not just a matter of social responsibility but a

strategic necessity for CPSEs seeking sustainable growth, innovation, and global competitiveness.

Through proactive policy reform, leadership development initiatives, supportive infrastructure, and

cultural transformation, CPSEs can unlock the full potential of their female workforce and set

benchmarks for inclusive excellence.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 42

Limitations of the Study

While this study offers important insights into women-centric workplace policies across

selected Navratna CPSEs, several limitations must be noted. The research was limited to a specific set

of CPSEs; thus, the findings may not be fully generalizable to all public sector or private organizations.

The sample size, although sufficient for exploratory analysis, could be expanded in future studies for

greater representativeness.

Data collection relied on self-reported surveys and interviews, which may introduce response

bias. Additionally, the study focused mainly on policy presence and employee perceptions without

incorporating objective performance metrics like promotion rates or productivity improvements.

External socio-cultural influences, such as regional and family factors, were not separately analysed,

although they could impact workplace experiences.

Lastly, the cross-sectional nature of the study provides a snapshot of current practices and

challenges but does not capture longitudinal changes or trends over time. A longitudinal study could

better track the effectiveness of evolving policies and cultural shifts within CPSEs.

Despite these limitations, the study offers a meaningful contribution towards understanding the

critical role of women-centric workplace policies in developing an inclusive and diverse workforce.

Future research with expanded scope, larger sample sizes, and longitudinal tracking is recommended to

build on these findings.

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 43

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Appendix – A (Questionnaire)

Demographic Information

1. Educational Qualification *

Mark only one oval.

12th pass

Bachelor's degree

Master's degree

Doctorate

Other:

2. Name of the organization you are currently working in: *

3. Current Position: *

Mark only one oval.

Non-Executive

E0-E2

E3-E5

E6-E8

Above E8
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 46

4. Years of experience in CPSEs: *

Mark only one oval.

Less than 2

2-5

6-10

10-15

15-20

More than 20

5. Are you differently-abled? (Divyangjan) *

Mark only one oval.

Yes

No

6. Are you a single mother? (NA for males) *

Mark only one oval.

Yes

No

NA

Perception and Impact of Women Participation in CPSEs

7. Do you believe women leaders in CPSEs are more efficient than their male *
counterparts?

Mark only one oval.

1 2 3 4 5

Strongly disagree
ngly disag ree Strongly agree
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 47

8. How would you rate the impact of women leaders on organizational *

performance?

Mark only one oval.

1 2 3 4 5

Very negative neg ative Very positive

9. In your opinion, what are the key strengths of women employees in CPSEs? *
(Select all that apply)

Check all that apply.

Empathy

Conflict Resolution

Effective Decision-Making
Communication Skills

Strategic Thinking
Team Building

Other:

10. What are the primary challenges faced by women employees in CPSEs? (Select *
all that apply)

Check all that apply.

Work-Life Balance
Gender Bias

Limited Networking Opportunities

Patriarchal Mindset

Lack of Mentorship

Organizational Culture

Career Progression Barriers

Pay Disparity
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 48

11. Do you think gender diversity improves team dynamics and productivity? *

Mark only one oval.

1 2 3 4 5

Strongly disagree ngly disag ree Strongly agree

12. How supportive is your organization towards women employees? *

Mark only one oval.

1 2 3 4 5

Very unsupportive uns uppo rtive Very supportive

13. How would you rate the overall presence of women in leadership roles in your *
organization?

Mark only one oval.

1 2 3 4 5

Poorr Excellent

Organizational Policies and Support

14. Are you aware about the Labour Laws related to women like Maternity Benefit *
Act (2017), POSH Act (2013), Equal Remuneration Act (2013) etc.?

Mark only one oval.

Yes

No
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 49

15. Does your organization have policies to encourage women participation in

organisation?

Mark only one oval.

Yes

No

Not sure

16. According to you, how effective are these laws and policies in promoting *
women participation?

Mark only one oval.

1 2 3 4 5

Very ineffective inef fectiv e Very effective

17. How does your organization support women employees? (Select all that apply) *

Check all that apply.

Mentorship Programs
Leadership Training

Flexible Working Hours

Childcare Facilities

Networking Opportunities

Diversity and Inclusion Workshops

Career Development Programs

Other (please specify)

Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 50

18. Does your organisation regularly conduct awareness sessions and training programs
to promote women participation?

Mark only one oval.

Yes

No

19. Does your organization have specific policies to support differently-abled *

female employees or female employees with differently-abled (divyangjan) children?

Mark only one oval.

Yes

No

20. What recommendations would you suggest for enhanced support to *

differently-abled female employees/female employees with differently-abled children?
(Open-ended)

21. What recommendations would you suggest for enhanced support to single *
mothers at work-place?
Comparative Analysis of Women-Centric Workplace Policies Across CPSEs 51

Personal Experiences and Opinions

22. Have you ever faced any challenges related to gender in your career? If yes, *
please describe. (Open-ended)

23. Can you share any positive experiences or successes related to women *
leadership in your organization? (Open-ended)

24. What advice would you give to women employees aspiring to be a leader in *
CPSEs? (Open-ended)

25. Any additional comments or suggestions regarding policies for women *

employees in CPSEs? (Open-ended
Comparative Analysis of Women-Centric Workplace Policies across CPSEs

Situation-based questions

26. Scenario 1: Imagine you are a woman leader facing resistance from a male-

dominated team. How would you handle this situation?

Mark only one oval.

Assert your authority and set clear expectations

Build rapport and trust with the team

Seek support from higher management

Implement team-building activities

27. You are given the responsibility of creating a diversity initiative in your

organization. What would be your first step?

Mark only one oval.

Assessment of needs

Form a diversity and inclusion committee

Launch awareness and training programs

Set measurable diversity goals