The sales force, and the women in the frontline sales positions in particular, represent the pink-collar category—a crucial yet poorly acknowledged class in the attainment of organizational objectives. This study examines the sales pink-collar gendered constructions, focusing on the women’s lack of advancement to higher positions as a particular obstacle. This study uses both qualitative and quantitative research to focus on structural inequities, interpersonal dynamics, and cultural biases women encounter in sales-driven workplaces. With the case study methodology, 300 respondents in the retail, hospitality, telecom, and insurance industries were surveyed, and together with managers and employees, in-depth interviews were conducted. The study illustrates the continued existence of inequitable ratios in payment, promotion, and acknowledgment as well as the prevalent notion that sales management is mainly a male occupation. Regression analysis indicates that neither the organizational setting nor the prevailing HRM practices actually do anything to advance gender equity or improve organizational outcomes, which illustrates the dire state of policy provisions on the subject. However, the interviews affirm the importance of systemic leadership and equity in the organizational culture and the offer of professionally targeted inclusion programs as a means to nurture sales women. This study attempts to articulate the organizational context, boundary principles of HRM, cultural orientation, and equity in access to leadership as the primary constituents of a structural policy framework. As suggested by the practical implications, organizations should go beyond mere symbolic HR actions and seek to create a culture of diversity and inclusion along with women’s leadership pipelines. Organizations that tackle systemic inequities improve employee morale and retention and also gain strategic benefits associated with customer relations, innovation, and sustainable competitiveness.

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