Background to the Research
- While
women's attitudes and aspirations, as well as employment legislation,
have affected the sexual division of the 1990s labour market, the gendered
nature of work organisations is still a concern.
Research Approach
- Research focused on the 106 public service
organisations represented on the Chief Executives' Forum.
- The evaluation
addressed 4 main areas: equal opportunities policy development and implementation;
resources, channels of communication and organisational structures;
where women figure and barriers to progress; practical steps and positive
action.
- There were 6 concurrent strands within
the evaluation:
- Construction of a database with summaries
of all equal opportunities documentation from 86 organisations (81%
response rate).
- Structured interviews with 81 officers
responsible for equal opportunities in 89 organisations.
- Semi-structured interviews with chief
executives of 24 organisations, selected as a cross-section in terms
of size, location, function and stage of equal opportunities development.
- Interviews with local trade union representatives
in the same 24 organisations.
- 15 focus groups with a cross-section of
staff from 8 organisations.
- Structured interviews with 8 full-time
officers (4 male, 4 female) of all trade unions representing employees
in the public service in Northern Ireland.
Main Findings
Computer
Database
- Equal
opportunities documentation varied in quantity and quality.
- Most
documents referenced an equal opportunities policy (90%) or recruitment
guidelines (73%). While grievance procedures were often detailed (90%),
only 49% outlined explicit policy related to sexual harassment.
- 95% mentioned
some positive action measures, although they were not systematic. Measures
included career breaks, training and job sharing.
Equal
Opportunities Officers
- Organisations
were at different stages in the implementation and development of policy:
religion, gender and disability had been given attention, but age, race
and sexual orientation were rarely mentioned.
- There
were imbalances by gender in particular grades, especially senior grades.
- Legislation
was the driving force behind equal opportunities, for example, Fair
Employment Commission monitoring returns, although material was rarely
used except to meet the statutory requirements.
- Problems
faced by the appointment of women to senior positions included social
structures, domestic arrangements and bias in the education system.
However, steps had been taken by organisations towards equality of opportunity.
- Support
by senior management for equal opportunities was variable, and in large
organisations tended to be restricted to monitoring.
Chief
Executives
- The perceptions
of equal opportunities were positive, but did not always match other
views.
- The introduction
of a well-formulated policy was seen as the first step, and progress
had been made in recruitment, assessment, promotion and working conditions.
However, more needed to be done in practical terms.
- Improvements
in equal opportunities were seen to help create a modern business environment,
for example, to maximise talent. Although there were also positive cultural
changes, the legal imperative was the driving force behind equal opportunities
policy.
- The problems
inherent in gender issues (e.g. structural, cultural and personal impediments)
was a recurring theme, resulting in a slow rate of change.
Local
Trade Union Representatives
- Most
felt that their union had played a role in policy development, although
this had sometimes been thwarted by management.
- Trade
unions and/or legislation was the main driving force behind change.
The role of management was less significant, although the policy needed
the support of management to be successful.
- A minority
of trade union representatives attended meetings related to equal opportunities.
Involvement tended to cease once the procedure was established, except
for formal disciplinary cases.
- The most
common inquiries related to selection/recruitment, maternity policy,
job sharing and childcare. 82 complaints had been forwarded to the trade
unions, as well as 19 complaints to the Equal Opportunities Commission.
- Progress
would be made if employees had more information about equal opportunities,
and there was more coordination between management and unions. Insufficient
resources were offered by employers to tackle gender problems.
Employee
Focus Groups
- There
was a general lack of knowledge of equal opportunities policies, and
little support for the philosophy behind them as presented within the
workplace.
- There
was dissatisfaction about appraisal schemes, for example, most appraisers
were men.
- Working
arrangements giving women flexibility were welcome. Lack of child care
facilities was a major obstacle to progress.
- Sexual
harassment was not a significant problem, although men's attitudes towards
women presented day-to-day difficulties for most working women.
- Unlawful
positive discrimination in favour of women was an issue for all-male
focus groups. Female focus groups saw these concerns as epitomising
the current 'maleness' of many organisations.
- Few focus
groups thought that their organisation had a genuine commitment to equal
opportunities.
Full-Time
Trade Union Officers
- Gender
was seen as the most important dimension of equal opportunities.
- All respondents
had received training in equal opportunities issues. The most prevalent
issues raised were equal pay or equal pay for equal work, childcare
and paternity arrangements.
- Most
officers had initiated direct action on gender issues, and had referred
complainants to the Equal Opportunities Commission.
- Trade
unions were proactive on equal opportunities. All respondents thought
that management and unions should collaborate on joint ventures, and
that the main impetus for change in equal opportunities had come from
trade unions.
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