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FORUM on Corrections Research
Gender Balance
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There are at least two ways of looking at employment equity, or gender balance. One is the more
traditional approach - setting goals and establishing accountability for their achievement The other is
a cultural approach -separating the issue of gender from discussions about the future of organizations.
With the traditional approach to gender balance, the motivation for organizational response comes
primarily from extrinsic influences. Within a broader cultural perspective, organizations are
intrinsically motivated to make more and better use of the capacities of both genders. In this issue of Views and Reviews, a female manager presents two perspectives on employment equity. It is left to the reader to decide whether, and to what degree, the two views are compatible or mutually exclusive. Equity Is Not a Women's Issue - It Is a Management Challenge Much has been said about the identification and elimination of barriers to women in the work force. A host of individual and organizational coping strategies has been proposed, ranging from "how to fit in" to "defining a feminine managerial style." In the 1970s and 1980s, much was done to secure equality of opportunity for men and women. Today, the representation rate of women in the public service is equal to that found in the Canadian labour force. However, much more needs to be done. Consider the following findings of the Task Force on Barriers to Women in the Public Service (1990): · Women are not evenly distributed throughout the occupational groups of the public service - the majority (60%) perform clerical or secretarial duties. · In almost all occupational groups, the majority of women occupy the lower levels, associated with lower pay. These realities are reinforced by outdated assumptions and false impressions about men and women. No matter how inaccurate these are, they have become "conventional wisdom," severely limiting opportunities for women. Even in the face of predicted shortages of skilled workers and an aging labour force, it is clear that gender balance will not be achieved automatically. The time for debate is over - there is a pressing need for change through action. Success in this matter depends on a willingness to challenge prevailing norms. The gap between the perception and the reality of women's commitment and abilities must be addressed. Management must be held accountable to achieve better representation of women in all job categories, reflecting the proportion of available men and women in society as a whole. Policies to support women's multiple commitments to work, the family and the community must be implemented. Job options and career enhancements must be developed. Without official commitments and clear agendas, the ultimate goal of equality will not be achieved. The Category Is "People," Not "Men" and "Women" The decade of the 1990s is a time when the public sector is redefining the essential characteristics of a successful organization and tackling the challenge of how to become one. Designed to serve customer requirements, organizational behaviours will become more and more externally driven. Innovation, creativity, responsiveness - all leading to productivity - will be encouraged and actively pursued. In the race to change the focus of current organizations, solutions and mutually acceptable plans of action must be quickly found. There is too much at stake to continue to take shots at one another - everything must be open to analysis and change. And therein lie opportunities for men and women. Organizations must question traditional command-and-control styles of leadership as the only way to get results. The definition of leadership must be expanded to create a widening path for all sorts of executives, men and women, to attain positions of leadership. Successful organizations will recognize and value diverse leadership styles to find the strength and flexibility to endure and grow. With organizations flattening, technology changing and competition increasing, leaders will have to know how to draw upon talents and ideas wherever they are found. They will be called upon to mobilize the support of those they do not supervise directly and will be judged on their ability to make things happen without the old command tools. Organizations will be so hungry to find people who can deliver these skills that gender will become a minor consideration. This is good news for women because it levels the playing field. Isn't it time to stop talking about gender differences? |
