Getting gender on the agenda: the tale of two organisations

Abstract

Purpose

This paper aims to explore emerging issues in the application of the “dual agenda” model of gender equitable organisational change aimed at improved work life outcomes in two large Australian organisations.

Design/methodology/approach

The research project used the collaborative interactive action research (CIAR) methodology that underpins the dual agenda change approach. Within both organisations, a multi‐method approach was used, including formal interviews, focus groups and ethnographic‐style observation and interaction, as well as the analysis of a wide range of organisational documentation. The paper focuses on the challenges both for the researchers and the organisations in keeping gender on the agenda, drawing on the identification of work practices and work‐life policies that impede organisational effectiveness and gender equity and the subsequent work culture diagnosis for each organisation.

Findings

The way in which the “gender problem” within an organisation is framed is strategically important. An understanding of “gender” as “women” not only marginalises gender equity as a business goal and its links with organisational effectiveness, but also works to silence men's interests in better work/life outcomes. A refocusing on the “ideal worker” was found to be more inclusive not only of men but also valuable in highlighting the ways in which organisational work/life policies may be undercut by business pressures and long hours, poor job design or management discretion. However, challenges remain in linking gender equitable organisational change to organisational effectiveness, especially in organisations which are restructuring and contracting in size.

Originality/value

Provides a frank account of the challenges in making the links between gender equity, organisational effectiveness and work life issues that is valuable for both academics and practitioners. The “dual agenda” approach is methodologically important as it engages both “outsider” academics and “insider” organisational members in an action research process directed at gender equitable organisational change.

Citation

Charlesworth, S. and Baird, M. (2007), "Getting gender on the agenda: the tale of two organisations", Women in Management Review, Vol. 22 No. 5, pp. 391-404. https://doi.org/10.1108/09649420710761455