Search results

The purpose of this research is to examine the hypothesis that under‐representation of women in Australian universities reflects barriers in the academic promotion process.

This study uses three complementary approaches. Promotion policies and guidelines are examined using content analysis of documents from all Australian universities. A sample of 17 universities was selected for interviews with key gatekeepers to examine promotions practice. Data on promotions by level and gender were analysed for 16 of these universities 2000‐2002.

The analysis of promotions policies and guidelines established a range of practice. Policies supporting women's participation and success in promotions included explicit consideration of part‐time and non‐traditional careers, clear equity statements, and gender representation on promotions committees. Interviews emphasised the importance of support for and identification of female candidates, and the need for the establishment of institution‐wide and performance targets for senior managers. Implicitly, most interviewees accepted the premise that women experienced barriers in the promotion process, including reticence in applying and stereotypically gendered notions of merit. However, the analysis of promotions data showed a more encouraging picture. Application rates and success rates for women are similar to men's and, at professorial level, slightly higher. Nonetheless women remain under‐represented at senior levels, comprising only 16 per cent of the professoriate.

The study provided a report to the Australian Vice‐Chancellors' Committee (AVCC) with a number of recommendations for improving University promotions policies. These recommendations are available on the AVCC website and have applicability beyond the Australian university sector.

This study is an original study across all Australian universities which has international applicability and policy relevance.

Reviews a case study of five Australian universities with over 30 percent of their senior management jobs filled by women. Highlights how such a culture can be achieved and maintained, and the effect of increased women on management culture.

This briefing is prepared by an independent writer who adds their own impartial comments.

Particularly in terms of corporate culture, it is beneficial to have women among the senior executives of an organization. At least 35 percent of the team should be made up of women, in order to have the effect of a critical mass. The ratio of men to women at the top in Australian universities is getting fairer, but there is still a way to go.

Though times are slowly changing, on average the number of women occupying senior positions in the workplace is still discouragingly low. Of the women who have managed to make it to the top, the vast majority are still to be found in the traditional “pink ghettos” such as Human Resources, and more often than not their job title is Assistant Director rather than Director. Yet business writers continue to argue the case for having more women in high places, and new legislation increasingly enforces hiring without regard for gender. But is this fight simply about striving for gender equality or is there more involved?

Analyses why women should be in senior roles, how to attract them, and what is involved in creating the right environment for them to flourish. Argues strongly about the power of numbers to start a snowball effect, which could be an interesting learning point for any type of large organization.

The purpose of this paper is to outline the findings of a research project involving five Australian universities with over 30 per cent of their senior management positions filled by women. It explores the factors that enabled this to happen and also discusses the responses of the universities to the report.

The research was essentially qualitative, based on 81 interviews, 50 with senior women and 31 with senior men. All those interviewed were in senior positions, from Vice‐Chancellor down to Dean, Director or equivalent. 46 (24 men and 22 women) were academics; 35 (28 women and seven men) were in administrative, support or general staff positions.

Interviewees identified as crucial for the appointment of women having a critical mass of other women in senior positions, opportunities to network, encouragement and support from organisational leaders, friendly and collegial environments and strong organisational commitment to values.

The paper describes the actions currently being taken by the five universities to build on the research findings and to ensure that their relative success in promoting women is maintained and improved. It considers whether it is possible to transform hierarchical and traditional cultures in order to establish networks of support and to raise questions about gendered assumptions about capacity and ambition.

The paper presents information which draws on the findings of a large scale empirical research project on how women reach senior positions in universities. It also discusses how these findings have been turned into organisational action to improve the position of women.